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AbstractPositive psychology suggests relying on workers' strengths to maintain balance between personal fulfillment and organizational goals. This article assesses whether the use of strengths in the workplace are associated with proactive behaviours and organizational citizenship behaviours (OCB) through the mediating role of well‐being. Data were collected from 142 French‐speaking Canadian professionals working in various non‐profit organizations. Results show that the use of strengths can predict some OCBs (notably mutual aid and civic virtue) as well as proactivity. Only the affective dimension of well‐being shows a mediation effect for mutual aid and proactivity. Theoretical contributions, implications for practitioners, limitations, and future research directions are also discussed.

AbstractPositive psychology suggests relying on workers' strengths to maintain balance between personal fulfillment and organizational goals. This article assesses whether the use of strengths in the workplace are associated with proactive behaviours and organizational citizenship behaviours (OCB) through the mediating role of well‐being. Data were collected from 142 French‐speaking Canadian professionals working in various non‐profit organizations. Results show that the use of strengths can predict some OCBs (notably mutual aid and civic virtue) as well as proactivity. Only the affective dimension of well‐being shows a mediation effect for mutual aid and proactivity. Theoretical contributions, implications for practitioners, limitations, and future research directions are also discussed.

Is workload good or bad for employee innovation? Workload and innovative work behavior are widely studied research topics. However, the relationship between them is not well understood. As a result, there is a lack of evidence-based knowledge that could inform managers and organizations on how to boost workplace innovation in demanding work contexts. Building on the job demands–resources model, the present study posits that workload relates to innovative behavior through work engagement. Specifically, we argue that this indirect relationship exhibits an inverted U-shaped pattern in which workload is most likely to benefit innovative behavior when it is moderate. We further identify mindfulness as an important moderator that influences individuals' ability to manage stress. In support of these predictions, three studies – a two-wave time-lagged study of 160 employees from various Canadian firms, a three-wave time-lagged study of 153 employees from US firms, and a two-wave panel study of 208 employees from US firms – found work engagement mediated the inverted U-shaped relationship between workload and innovative behavior. Moreover, when mindfulness was high, intermediate levels of workload were associated with increased innovative behavior through enhanced work engagement (Studies 1 and 2). We discuss the implications of these findings for theory and practice.

AbstractResearch on transfer of training (training transfer) has flourished in recent years. Given the absence so far of any comprehensive review of the various transfer measurement instruments used, a systematic review of research to date was performed. Three main findings emerged from the 51 studies reviewed: (1) there is a divergence between the definitions of transfer described in the studies and the concept of transfer reflected in the measurement instruments; (2) there are many different kinds of measurement instruments; and (3) scant information has been published on the parameters of the training whose transfer is being measured. In light of these findings, a research agenda is proposed for evaluating training transfer.

AbstractResearch on transfer of training (training transfer) has flourished in recent years. Given the absence so far of any comprehensive review of the various transfer measurement instruments used, a systematic review of research to date was performed. Three main findings emerged from the 51 studies reviewed: (1) there is a divergence between the definitions of transfer described in the studies and the concept of transfer reflected in the measurement instruments; (2) there are many different kinds of measurement instruments; and (3) scant information has been published on the parameters of the training whose transfer is being measured. In light of these findings, a research agenda is proposed for evaluating training transfer.

AbstractThe purpose of this study is to examine the mechanisms underlying the influence of self‐compassion on innovation and well‐being at work at multiple levels. Building on the tripartite model of affect regulation, we propose and test a mediation model in which social safeness explains self‐compassion's relationship with innovation and well‐being at the individual and group levels. The study participants were 101 employees on 26 teams from different organizations in Canada. The data were collected at two measurement times and were analyzed via multilevel modelling. Consistent with our predictions, the results indicated that social safeness mediated the relationship of self‐compassion with well‐being and innovation at the individual and group levels. We discuss the implications of this research for theory and practice.

AbstractStrengths use has been frequently associated with work performance. However, the psychological processes involved in this relation remain unclear. Drawing on the Broaden‐and‐Build theory of positive emotions and extending previous work on this topic, the objective of this study was to examine the mediator role of positive and negative emotions in the relation between strengths use and work performance. Results confirm previous findings regarding positive emotions, but further reveal that negative emotions also play a significant role in this relation. Taken together, these results suggest that strengths use in the workplace not only contributes to positive emotions, but also reduces the occurrence of negative emotions, which in turn promotes work performance. Implications for research and employee management are discussed.