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Positive organizational behavior : ウィキペディア英語版
Positive organizational behavior
Positive Organizational Behavior (POB) is defined as "the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace" (Luthans, 2002a, p. 59).〔Luthans, F. (2002a). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1): 57-72.〕
For a positive psychological capacity to qualify for inclusion in POB, it must be positive and must have extensive theory and research foundations and valid measures. In addition, it must be state like, which would make it open to development and manageable for performance improvement. Finally, positive states that meet the POB definitional criteria are primarily researched, measured, developed, and managed at the individual, micro level.〔Luthans, F. (2002b). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23: 695-706.〕
The state-like criterion distinguishes POB from other positive approaches that focus on positive traits, whereas its emphasis on micro, individual-level constructs separates it from positive perspectives that address positive organizations and their related macro-level variables and measures. Meeting the inclusion criteria for POB are the state-like psychological resource capacities of self-efficacy, hope, optimism, and resiliency and, when combined, the underlying higher-order, core construct of Positive psychological capital or PsyCap.〔Luthans, F., & Youssef, C. M. in 2007a. Emerging positive organizational behavior. Journal of Management, 33:321-349.〕
==General overview==
POB is the application of Positive psychology to the workplace. Its focus is on strengths and on building the best in the workplace under the basic assumption is that goodness and excellence can be analyzed and achieved.

抄文引用元・出典: フリー百科事典『 ウィキペディア(Wikipedia)
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