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Given the increasing organizational need for having a thriving workforce due to the fast-growing and competitive knowledge-based service economy and growing demand to explore new factors that may benefit individuals to excel at work. Drawing upon the intrinsic motivation perspective, with a Chinese sample (N = 309), the authors aimed to investigate whether work-related curiosity (WRC) may create conditions that indirectly promote employees' workplace thriving via task focus and whether this mediation was moderated by an individual's personality difference, i.e. core-self evaluations.

A time-lagged study among full-time employees who happen to be part-time students in the executive development program was used to test the hypothesized model by employing a structural equation modeling approach.

WRC showed a significant positive association with task focus which in turn was positively related to workplace thriving. Furthermore, as predicted, the positive association between WRC and workplace thriving via task focus was stronger for employees with high core self-evaluations compared to those with low core-self evaluations.

The results of this study suggest that an individual's WRC can be instrumental in augmenting workplace thriving by providing a scientific explanation for the underlying psychological process of task focus and identifying the factors associated with the process, such as core-self evaluations. This study contributes to extending the literature on significant employee outcomes, i.e. thriving at work, by offering new empirical and theoretical insights that WRC may play a critical role in the process and identifying a boundary condition of personality factor, i.e. core-self evaluations.

Based on the conservation of resources view, the objective of this paper is to examine the relationship between abusive supervision and workplace thriving. Further, this study investigates the underlying mechanisms role of agentic work behaviors (i.e. task focus, heedful relating) and moderating role of employee's core self-evaluations.

Using a time-lag approach, data are collected from 360 full-time employees enrolled in an executive development program in a large university of China. To test the proposed model, data analysis is carried out through Statistical Product and Service Solutions (SPSS) and Analysis of Moment Structures (AMOS).

The results show that abusive supervision negatively influences workplace thriving. Further, the findings also confirm the mediating role of agentic work behaviors and the moderating role of core self-evaluations between the relationship of abusive supervision and thriving.

Based on study findings, this study draws the attention of managers toward the new deleterious outcomes of abusive supervision. Hence, to nurture a thriving workforce, organizations should keep abusive behaviors under keen observations to minimize their frequent occurrences. Further, it is proposed that hiring employees with higher core self-evaluations can mitigate the injurious effect of abusive supervision.

This is the first attempt to our knowledge to untapped the abusive supervision-thriving relationship via the underlying mechanisms of two agentic work behavior's and core self-evaluations as a moderator enriches the extant body of knowledge and provide valuable insight into the abusive supervision and workplace thriving literature.

Based on the socially embedded model of thriving at work and using the conservation of resources and job demands-resources theories, this study aims to examine the mediating role of thriving at work, as a personal resource, in the relationship between workplace safety, as job resource, and well-being.

The authors used structural equation modeling to test the mediation model on a sample of 350 correctional officers.

The results provided support to the authors' model. The authors found that workplace safety is positively linked to job satisfaction and negatively to health complaints, and these relationships are partially mediated by thriving at work. Consistent with the conservation of resources theory, thriving at the workplace is a mechanism that translates the positive effect of workplace safety on well-being.

The contribution of this research resides that a safe work environment leads to improved health and job satisfaction via thriving at work because thriving correctional officers feel energetic and able to acquire and apply knowledge and skills at workplace.

Workplace thriving is a psychological state that promotes employee health and development. In addition to presenting a useful instrument that captures the nature of a thriving work life in China, the purpose of this paper is to investigate important factors that influence one’s thriving status within this national context.

Using diverse approaches across different samples, Study 1 contextualized the content of a workplace thriving scale (WTS) to fit the Chinese context. Study 2 tested the effects of learning goal orientation, exploration at work and role ambiguity on workplace thriving, employing a mediation model. As a supplement, Study 3 examined the test–retest reliability of workplace thriving.

Study 1 confirmed that in the Chinese setting, workplace thriving is a higher order construct represented by both a sense of learning and a sense of vitality. Study 2 found that learning goal orientation and exploration at work fostered thriving, while role ambiguity reduced thriving. Also, exploration mediated the relationship between learning goal orientation and thriving. Study 3 verified that the WTS was reliable over time in the Chinese setting, further increasing the reliability of results from Studies 1 and 2.

By rigorously and formally contextualizing the concept/construct of workplace thriving in China, this paper is informative for future research on thriving at work in Eastern cultures.

This study develops and validates a theoretical model of real-time mobile connectivity, examining how employees' perceptions of their relationship with supervisors influence their emotional experiences. Through quasi-experiments, the authors investigate the behavioral patterns and emotional responses associated with real-time mobile connectivity in organizations, with a focus on messaging apps that indicate message read status. Specifically, they explore how supervisors' attentiveness or inattentiveness in mobile connectivity impacts emotional ambivalence (anxiety and pride) among subordinates. Additionally, they examine the downstream effects of this emotional ambivalence on employees' workplace thriving and job performance across various dimensions.

To address the paradox of real-time mobile connectivity, a quasi-experimental design involving 320 team members from 46 teams was implemented. Multi-level structural equation modeling was employed to analyze within-person variance and evaluate the proposed hypotheses.

The findings indicate that employees who do not receive timely indications from their supervisors are more likely to experience elevated levels of anxiety, while those who receive prompt indications experience a sense of pride. Moreover, the indirect effects of the real-time mobile connectivity paradox on employee performance, mediated by anxiety (negatively) and pride (positively), are fully explained through workplace thriving.

This study provides insights into the emotional ambivalence experienced in the workplace due to real-time mobile connectivity, highlighting its implications for organizational competitiveness. Integrating resource conservation theory and cognitive appraisal theory of emotion, the study explores the mediating role of workplace thriving and the impact on employee performance through pride and anxiety. Generalizability requires considering organizational settings and cultural contexts while acknowledging limitations such as a focus on messaging apps and specific samples. Future research should explore these dynamics in diverse contexts and identify additional factors influencing the relationship between real-time mobile connectivity and employee outcomes.

This study provides valuable insights for managers regarding the significance of message indications, as their attentiveness can elicit emotional reactions from employees that subsequently impact workplace thriving and job performance.

This study pioneers the exploration of the paradox of real-time mobile connectivity in the workplace, uncovering the discrete emotions experienced by employees. Furthermore, it elucidates the subsequent opposing effects on workplace thriving and job performance, contributing to the existing literature and knowledge in this area.

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and subsequently proposes new pathways for more theory building relating to important constructs conceptually related to positivity. Following the integration of emerging but disparate research on workplace positivity and related concepts, the paper develops a conceptual framework depicting the relationships amongst authentic leader behaviours, organisational virtuousness, psychological capital, thriving and job performance.

The paper offers a systematic critical review of published studies representing the literature addressing authentic leadership, organisational virtuousness, thriving, psychological capital and job performance. The paper relied on computerised keyword searches in the main business source databases of Emerald, ProQuest, ScienceDirect, EBSCOhost and SpringerLink.

This paper leads to a conceptual framework proposing direct relationships between authentic leadership, psychological capital, organisational virtuousness and job performance. Further, authentic leadership is proposed to potentially nurture organisational virtuousness, psychological capital, employee thriving and job performance, given the theoretical linkages between these conceptually relevant variables related to positivity. Additionally, organisational virtuousness and psychological capital are projected to mediate the relationship between authentic leadership and employee thriving. Finally, organisational virtuousness, psychological capital and employee thriving are designated as mediators of the relationship between authentic leadership and job performance.

This paper proposes a conceptual framework focusing on one form of positive leader behaviour and also assumes specific causal pathways using a positivistic research approach to understanding the leadership–performance relationship. The paper did not examine all possible antecedents of positivity at the workplace.

The proposed conceptual framework should form the basis of many organisational interventions, especially in relation to boosting authentic leadership, organisational virtuousness, psychological capital, employee thriving and job performance. By suggesting the association between authentic leadership, psychological capital and organisational virtuousness, this paper highlights potential benefits from effective leaders’ commitment to enhancing psychological capital and organisational virtuousness and engendering thriving behaviour and job performance.

This novel paper has the potential to stimulate the empirical studies on workplace positivity through the association of authentic leadership, psychological capital, organisational virtuousness and thriving.

This study aims to examine how positive supervisory support plays a role in attenuating employees’ knowledge-hiding behavior via the underlying mechanism of psychological ownership and workplace thriving. Integrating the social information processing perspective and conservation of resource theory, this study suggests that due to the mediating role of employee psychological ownership and workplace thriving, positive supervisor support may negatively affect knowledge-hiding behavior.

Hypotheses were tested with multiwave three-round survey data collected among 432 individuals in various Pakistani hotels.

This study found that supervisory support attenuated knowledge-hiding behavior by enhancing psychological ownership and workplace thriving serially. As expected, the supportive conduct of the supervisor positively influenced psychological ownership which, in turn, helped workplace thriving and eventually influenced employees’ knowledge hiding.

This study contributes to the extant body of knowledge on knowledge hiding by highlighting a significant antecedent that supervisory support may be instrumental in discouraging knowledge hiding. Furthermore, this study detailed an underlying serial mediating mechanism in the shape of psychological ownership and workplace thriving that connects supervisory support with reduced knowledge hiding.

Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.

A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.

The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.

The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.

This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.

This paper aims to explore the antecedents and consequences of thriving at work, identifies existing gaps in the literature and proposes a framework, which encapsulates potential pathways for future research on thriving.

This paper follows a rigorous review of the extant literature on thriving mainly based on journal articles published between 2005 and 2020.

The paper proposes a feasible conceptual framework highlighting the antecedents and outcomes of thriving. Specifically, the review illustrates how contextual factors, represented by transformational leadership and organisational virtuousness (OV), act as antecedents of thriving and then proposes potential research direction where thriving is associated with psychological empowerment, psychological capital and innovative work behaviour.

Understanding how and when contextual factors such as transformational leadership and OV promote thriving is important for organisations and leaders who wish to know how and when they can shape resources and organisational features to enable thriving.

This unique review is one of a few studies adding to the growing research on positive psychology at the workplace. The proposed framework and future research directions have the potential to help unpack the unique relationship between work-related contextual factors and thriving.

The purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.

The research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.

The authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.

There is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.

This study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.