Applying Positive Organizational Psychology to Foster a Positive Environment at the Workplace

Full text

Applying Positive Organizational Psychology to Foster a Positive
Environment at the Workplace
Safa Ahmed Fouad Mohamed Saleh*
* Department of Psychology, Faculty of Arts, Alexandria University, Egypt.
Email address: s.fouad@alexu.edu.eg
ARTICLE HISTORY
Received: 20-1-2025
Accepted: 28-2-2025
Published: 31-3-2025
ABSTRACT
Positive organizational psychology has rendered the newer generation a prospect
of inducing positive work cultures in small/large-scale organizations and self-
owned businesses. However, an individual’ work-
life balance mediates an
enchanting balance between personal and professional life. According to current
terms and agendas documented to protect positive organizational psychology, this
research aims to investigate factors that aggravate debilitating scenarios,
situations, and workplace environments that
hinder positivity. Moreover, it
incorporates strategies devised through positive intervention programs or positive
psychology interventions that foster constructive environments at work.
Perceiving emotional psychology under professional aspects, this research
recommends factors that surge employees' emotional intelligence and stability.
This study conceptualizes existing research literature, manifesting positive
mindsets that value employees’ personal, professional, emotional, and intrinsic
traits. Adopting an interactive literature review concept, this research discusses
research reviews, empirical research, and studies conducted on employee-
organization behaviors that help nourish positive, like-
minded organizational
environments. It outlines existing gaps in the literature and develops concrete
evidence for implementing strategies through positive psychological intervention
programs. These programs strategize positive employee behaviors through tasks,
activities, and interactive sessions that drive employ
ee growth, consequently
hampering professional bereavement. Employee-centered policies that replenish
psychological interventional programs at workplace are needed to render
provocative, present-
minded personalities that focus on delivering positive
behavioral attitudes.
KEYWORDS
Employee behavioral
psychology
Positive organizational
mindset
Positive workplace
environment
Fostering positive employee
behavior
Positive intervention
programs
Highlights
1. Positive organizational psychology induces
positive work cultures. This research
investigates factors that hinder negative
workplace environments.
2. Moreover, this research incorporates positive
psychology intervention programs that foster
constructive environments at the workplace.
JSDSES.Volume 4, Issue 1, pp.177-189 (March, 2025)
Journal of Sustainable Development in Social and Environmental Sciences
Journal Homepage: https://jsdses.journals.ekb.eg/
P-ISSN: 2812-6335 E-ISSN: 2812-6343
10.21608/JSDSES.2025.354248.1043
©2025 The Authors.
This is an open access
article licensed under
the terms of the
Creative Commons
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International License
(CC BY 4.0).
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Applying Positive Organizational Psychology to Foster a Positive Environment at the Workplace
3. This study conceptualizes positive mindsets
that value employees' personal, professional,
emotional, and intrinsic traits.
Introduction
To understand the background and scope of
positive organizational psychology, individuals
must invest their intellect to understand the
resources from which this concept resonates.
Psychologists have come forth with various
aspects of organizational psychology that assist
individuals in gathering awareness of the
impacts that shape an individual's work life
(Lefkowitz, 2023). Moreover, it also gravels the
functionality of a mentally healthy and fulfilled
life. Employee behavioral psychology at the
workplace thrives when organizations make
efforts to implement approaches and theories
through positive psychological intervention
programs. These programs initiate the
sustenance of healthy work environments,
supporting employees' professional potential,
greeting them with gratitude, and protecting their
inclusive well-being (Theisen-Womersley,
2021).
Employees come across various hurdles
when dealing with toxic or mentally disruptive
environments. For fewer employees, such
environments may not be bothersome. Their
unbothered attitude may be attributed to their
emotional stability and resilient natures, which
harness their retention at the workplace (Butler
et al., 2011). However, for some employees, the
feeling of living life through toxic work cultures
might as well become extremely exhausting and
overwhelming. Consequently, their personality
corroborates a significant shift transforming their
overall perception of work cultures practiced in
organizations. Therefore, psychologists have
investigated core aspects of human psychology
to enhance research strategies that transform
toxic cultures into positive environments,
engraving willingness, zeal, and professional
motivation within employees. In line with the
existing issues, essential positive psychology
intervention programs are implemented to
promote a healthier and better-performing work
culture. The positive interventions focus on
empathy, employee communication and
engagement, strong character, and self-
motivation. These interventions effectively
target job satisfaction, employee retention,
intellectual resilience, and healthy employee
competition (Bolier et al., 2013). Moreover, the
perseverance of positive cultures has helped
employees stem through the professional ladder,
becoming resilient, confident, and self-motivated
while achieving their professional targets and
mastering the art of positive professionalism
(Dóra et al., 2019).
According to Donaldson and Ko (2010),
positive organizational psychology is related to
the study of experiences connected to positive
subjectivities and traits in the workplace.
Understanding the positive psychology of
employee interaction delivers substantial
evidence for researchers to apply, improve, and
rejuvenate the existing work-life quality in
organizations (Rasool et al., 2021). Furthermore,
positive psychology helps understand
essentialism in the current needs of an
organization. It helps to understand which key
factors are important for the organization's
growth and which need to be excluded to let
positive work cultures and employee
engagement thrive together.
However, positive organizational psychology
stems from two interrelated branches: positive
organizational behaviors and positive
organizational scholarship. Researchers tend to
have contrasting definitions regarding the
concept behind these terminologies. According
to Luthans (2002), organizational psychology
studies and analyzes the applications of positive
orientations needed in the workplace. These
orientations strengthen the organization's human
resource strategies to thrive in the competitive
market. In the digital world of organizational
transfusion, the concept of organizational
psychology is relatively unexplored. However,
organizations hardly thrive when employees
experience negative behavior and
micromanagement from their peers. Employees
in the current generation are rather better
informed and well educated to know about their
organizational rights and mental comfort at the
workplace. Thus, the organization strives even
more to facilitate secure, protected, and inclusive

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Saleh (2025)
employee environments. However, Luthans
(2002) implies generating positive thinking and
excitement within the field of organizational
behaviors, which stimulates employee growth,
retention, and enhanced professional
performance. The stimulation is facilitated with
the help of positive psychology interventions or
initiative that assists the organizations make
better decisions, while accordingly planning
their future organizational goals. These
initiatives help the management train their
employees to resist challenging environments at
the workplace. Moreover, such challenging tasks
induce zeal and motivation among employees to
enhance their professional performance that
proves their worth in the organization (Salanova
et al., 2013).
To analyze an individual's stability and
retention in an organization, it is essential to
understand first, the characteristics and traits
related to induce positive work environments.
Employees, as such, are critically analyzed
through three aspects that aid organizations in
measuring their emotional psychology.
Researchers have redirected their focus,
attention, and scope to three major positive
organizational psychology traits mentioned
below.
Traits and Characteristics of Positive
Organizational Psychology
1. Psychological capital: According to
Cameron and Spreitzer (2012), psychological
capital is a concept that comprises
confidence, self-sufficiency, self-efficacy,
optimism, hope, and resilience. Its aspect
necessitates the efforts to succeed under
challenging tasks that require a thorough
induction of prior planning and cognitive
mind mapping. Moreover, psychological
capital helps the individual achieve self-
defined and self-targeted goals while being
optimistic and gaining fruitful results. This
also makes them resilient and allows them to
offer patience when dealing with negative
behaviors in the workplace.
2. Prosocial Motivation: This refers to an
individual's ability to help those in need. A
person with such a mindset is bound
insurmountable positivity and employee
support at the workplace. Thus, it becomes
easier for employees to retain their positions
and manifest a positive outlook on
workplace environments (Grant & Berg,
2012).
3. Positive Work-related Identity: These factors
engrave the investigation of traits, for
instance, proactive personalities, self-
evaluation, self-sufficiency at the workplace,
orientation of set targets and goals, focusing
on work-related regulatory bodies that focus
on positive organizational behaviors, and
lastly, offering gratitude and warmth to
employs who support similar organizational
motives. This trait also helps employees to
develop positive work-related identities that
nourish intrinsic personalities while inducing
the ideology of self-evaluation and
perceiving the labyrinth of individuality that
dwells across the organization
(Wrzesniewski & Dutton, 2001).
Theoretical Framework
As per the understanding of Lenzenweger
(2004), “Positive psychology takes you through
the countryside of pleasure and gratification, up
into the high country of strength and virtue, and
finally to the peaks of lasting fulfillment,
meaning, and purpose.” Under the context of
statements and conceptions delivered by
researchers and psychologists, the model
framework of PERMA helps to provide proper
inclinations of organizational behaviors and how
should they be practiced in an employee’s
private or personal statutes.
The PERMA model is based on the concept
of self-actualization, which highlights an
individual's well-being and nourished
characteristics. Abraham Maslow (1962)
described the concept of well-being through the
perception of the well-being theory. However,
years later (Lenzenweger, 2004) studied this
theory, in light of ‘Positivity in life.’ The
direction shifted from understanding mental
illness and pathology to what is good in life and
how positively it can cater to personal or
professional lives. The PERMA model
constitutes five components that endorse

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intrinsic motivation and contribute to an
individual's well-being. These components are
comprised of two behaviors: hedonic and
eudaimonic (Feng et al., 2020).
Hedonic happiness is characterized by
pleasure while deliberately avoiding pain. This
concept is meant to be one of the primary
motivators of positive human behaviors, where
individuals are mentally and emotionally stable
to counteract pain and displeasure. Under the
context of organizational psychology, the
concept of hedonism endorses an employee
when challenged with a toxic work culture, but
manages to become professionally productive
and overachieve, despite having to engage with
under-competent and ill-minded colleagues
(Becker et al., 2019).
However, Ryan and Deci (2001) describe
eudaimonic happiness as finding meaning and
purpose in life. Eudaimonic happiness resonates
through the pursuit of self-authenticity, where
the meaning of life connects with breathing
virtue, and growth. Employees witness
eudemonic happiness when appreciated for
undertaking challenging tasks, whilst testing
their threshold. The concept of eudaimonism
dwells when an individual is self-motivated, yet
self-assesses to mitigate negative characteristics
that may hinder growth at personal and
professional levels. Under the context of
organizational psychology, this concept develops
into active forms when the employees become
self-motivated and self-sufficient, manages to
understand their worth and need in the
organization. Such employees foster a positive
mindset at the workplace, that challenges other
employees to adopt similar personalities.
Employees fostering positivity also transform
their interactive and engagement tone, when
communicating with subordinates, clients, peers,
or the organization’s management (Salavera et
al., 2020).
Research studies have shown an interest in
the PERMA model, where the association of the
model framework has shown positive intrusions
of physical and mental health, intellectual and
cognitive vitality, personal and professional
satisfaction, and organizational commitment
(Kern et al., 2014). However, this framework is
used as an indicator to predict psychological
stress among professionals. Thus, the PERMA
model framework is implemented in
organizations to induce positive work cultures,
and employee wellbeing, and hinder
psychological distress among colleagues
(Forgeard et al., 2011).
Moreover, the five components of the
PERMA model are:
1. Positive Emotion
2. Engagement
3. Relationships
4. Meaning
5. Accomplishments
Implementing Positive Intervention Programs
to Foster Positive Organizational Psychology
Positive psychology interventions are
focused on building resources that prevent loss.
These programs include activities that cultivate
positive feelings and enhance employee behavior
and intellectual cognition. Research highlights
approaches that aid employees in fostering
comfortable, inclusive environments at work.
These approaches include various techniques,
for instance, promoting optimism, hope,
gratitude, resilience, professional assistance,
kinship, kindness, and meditation. Overall, these
psychological interventions effectively increase
employee well-being, retention, and engagement
(van Zyl & Rothmann, 2020). The positive
intervention programs, when implemented at the
workplace, mostly usurp the assistance of
positive behavioral intervention and support
framework. This framework is applicable under
all instances and contexts that aim to foster
positive organizational psychology. The
interventional practices are evidence-based and
interactive and act as significant drivers for
positive behavioral intervention support
programs. Furthermore, Kaplan et al. (2013)
validate the fact that uncompromised quality in
professional development is essential to
implement the guidelines and initiatives of the
positive behavioral intervention support
framework. The initiatives of these frameworks
are bound to prosper through improved
behavioral outcomes. The techniques
implemented through a positive intervention

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program are a collection of strategic cognitive or
behavioral activities that promote employee
well-being, harness workplace happiness,
personal/professional satisfaction, positive life
approach, and have a meaning or purpose to life
(Singha & Singha, 2024).
A Review of Previous Literature
Research studies have come across multiple
instances of understanding human psychology
under the context of organizational behaviors.
Human behavior serves as a mirror of what and
how it receives information. If employees are
well respected and positively communicated
with, then they tend to produce efficient working
strategies for organizational planning. It is
essentially critical to analyze employee behavior
and the level of treatment received from
organizations. These factors retain the survival
of organizations in the growing, competitive
market. Moreover, such behaviors also
incorporate a sense of job security and
satisfaction among employees that increases
employee retention, productivity, and enhanced
creativity. Researchers have noticed that
companies struggle to thrive when employees
are undervalued or under-acknowledged for their
job performance and efficient working systems.
Such behaviors foster bereavement and grief that
hinder the employees’ cognitive, emotional,
psychological, and professional growth (Yang et
al., 2023).
Research conducted by Kour et al. (2019)
investigates the role of positive psychology in
improving the performance of employees in the
workplace. The pivotal role and factors needed
to sustain policies related to positive psychology
are needed to enhance the productivity of an
organization and analyze its future growth.
These factors have yet to be addressed under the
influence of psychologists and how they
perceive positive and negative organizational
behaviors. This research develops a consensus of
existing research literature that discusses the
direct relationship between employee
performance and engagement with
organizational productivity. The research
connects the relationship of research variables
with traits, for instance, employee optimism,
well-being, and intrusive strength, and analyzes
its impact on employee productivity
(Conversano et al., 2010). Based on survey
questionnaires and hypotheses, this research
implored viable results, demonstrating the
implementation of concepts related to positive
organizational psychology. These concepts
strengthen employee performance, engagement,
and confidence in the workplace. Moreover, the
results of this research suggest a favorable
inclination for employee performance and
organizational productivity under the existence
of a positive relationship between organizational
psychology and organizational behaviors.
To understand where positive organizational
behaviors stem from, it is essential to draw an
analysis of research that advocates the need for
and meaning of a positive approach towards
impactful behaviors. Luthans (2002) draws the
attention of researchers to understand the field of
organizational behavior and the essential
components it needs to thrive. According to the
research concept, this field is in dire need of
proactive approaches that emphasize an
employee's emotional and intellectual strength at
the workplace rather than weaknesses that are
usually ignored. This study helps researchers to
take note of positive organizational behaviors
and their strengths in order to develop positive
psychology interventions or positive intervention
programs that maximize their advantages to
greater extents.
Moreover, confidence, hope, and resilience
are some factors that are useful in implementing
better working policies for organizational
behaviors in the workplace. In conclusion, this
research tends to find and make use of positive,
optimistic thinking that stimulates further
exploration of the theoretical concepts of
positive organizational psychology (Luthans et
al., 2010).
Donaldson and Ko (2010) inquire into
various areas of research literature and scholarly
concepts to build inferences and theories related
to positive organizational psychology. This
research examines previous research published
between 2001-2009 that draws suggestions for
implementing work culture positivity in the
workplace. Reviewing the current state of the

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Applying Positive Organizational Psychology to Foster a Positive Environment at the Workplace
research subject, the researchers have managed
to seek and discover the growth pattern, current
trend, implementation strategy, and prevalent,
undiscovered productivity factors of an
organization through the lens of organizational
behavior, scholarship, and psychology. This
research further analyzed the conceptual
standing behind empirical researchers and
evidence related to an organization's positivity,
strengths, limitations, and implications. These
factors correspond to building concrete evidence
to shape the infrastructure of future
organizations, improving their position in the
market, and making practical contributions for
employees, where the sustenance of positive
behaviors is prioritized and practiced
(Donaldson & Ko, 2010).
Negative behaviors at the workplace induce
professional bereavement of employees, which,
quite literally, damages their well-being,
productivity, and creativity. In the current
generation, most organizations are seen
micromanaging employees, which disrupts their
sense of intellectual understanding and working
capability. Thus, it was needed to develop scales
that manifest the existence of such toxic
cultures, along with implying the consequences
related to such behaviors. Chen and Chow
(2021) assess the factors of professional
bereavement through a professional bereavement
scale.
The experiences and incidences of
professional bereavement among employees
enthralled the researchers of this study to
incorporate an online cross-sectional survey of
five hundred and three physicians from urban
hospitals in China. The items of the
questionnaire consisted of item consistency
analysis, component factor, exploratory factor,
and confirmatory factor to analyze, develop, and
validate the professional bereavement scale.
Moreover, a 15-item and 17-item subscale was
developed, including four and five factors,
respectively. The research shows that the sub-
scales endured sufficient validity on content,
construct, and criteria that showed satisfactory
internal consistency, along with split-half
reliability. Hence, the development of the
professional bereavement scale ensures the
existence of professional bereavement
experiences, explained under the context of
professional and personal dimensions.
Moreover, this scale helps distinguish
professional bereavement from global and event-
specific perspectives, which may help future
researchers to incorporate this as a tool to
strategize and plan policies on positive
organizational psychology alongside mitigating
an employee’s professional bereavement at the
workplace.
Over the past few decades, researchers have
assessed the significant growth of positive
organizational psychology in the workplace.
They have managed to analyze the level of
employee performance and organizational
productivity. However, with the existence of
newer and better-facilitated research, the concept
of engraving the concept of employee
psychology and organizational stability has
entirely changed (van Zyl et al., 2023). This
research develops a newer, innovative concept of
positive organizational psychology 2.0 that relies
based on evidence and data-driven inferences in
assistance with technological advancements.
This concept breathes through human-centric
technical designs, thus assisting the researchers
in analyzing and enhancing the efficacy of
positive behaviors in the employees and the
organization. Moreover, with the use of human-
interactive algorithms, these concepts help
optimize the physiological behavior, well-being,
and performance of individuals at both personal
and professional levels. However, this research
seeks to understand challenges related to
employee motivation at the workplace and how
they can be analyzed and upgraded on a global
level, where it seeks to collectively change the
perspective of employees and organizations over
inducing positive organizational psychology
under various contexts.
Drønnen (2022) explores and develops an
overview of positive organizational psychology
and how it is perceived in various contexts and
fields. Following the research context,
organizational psychology ensures the creation
of a positive work culture and a healthy
environment at the workplace. Moreover, this
concept highlights the consequences of inducing

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positive changes in the workplace that also
benefit the organization in terms of finances,
market performance, and business values. This
research discusses factors related to
organizational traits, including positive work-
related identity, pro-social motivation, and
psychological capital. It introduces terms,
mainly under the context of positive
organizational psychology, such as joyous
emotion that mimics emotional contagion among
employees, leading to the transfer of emotions
from one person to another. Moreover, positive
behaviors help individuals or colleagues to adopt
similar thinking strategies. This behavior may be
well explained by understanding the concept of
job crafting that induces positive changes in an
individual’s cognition, thus helping to make the
job fit the needs of another employee or
individual. This research also introduces specific
terminologies used under the context of positive
organizational psychology, for instance, "flow at
work," and "work engagement" that are
intrinsically connected to an employee's job
satisfaction. This research helps narrate a
broader perspective of the notion as a means for
future researchers, exploring the implication of
the subject matter and developing valuable
strategies to upgrade the psychological standing
of employees, along with enhancing their
professional position at the workplace.
Researchers have conducted conceptual
reviews to understand the nature of
implementing positive organizational
psychology at work and what must be done
under this context to enhance employee
retention, engagement, professional
performance, intrinsic motivation, and cognitive
and emotional intellectuality (Mills et al., 2013).
However, the researchers have found a
considerably depreciative number of researchers
that comprehend a practice-based overview of an
increasing trend related to positive
organizational psychology. To explore the
concept related to the subject matter at hand, this
research provides an overview of the current
trends related to organizational behaviors that
intercept with factors, for instance, resilience,
appreciation, professional empowerment,
employee gratitude, work engagement,
supervisory intellect, support of organizational
management, intellect of teamwork, and
leadership positivity (Singha, 2024).
However, this research was synthesized to
understand the nature of the construct, the
employee network, and the level of intellect
between the employee and the organization.
Developing conceptual analysis on these factors
helps researchers and organizations to enhance
organizational success and improve employee
experience at the workplace. This research
recommends that future researchers and
organizational management oversee and
negotiate a rigorous intellect of positive
environment at the workplace that enhances the
frequency and efficacy of interventions between
employees and organizations. Thus, it will help
the employees to retain and improve their
careers, along with improving their worth at the
workplace.
Yet, the principles of utilizing positive
psychology help to cultivate an organizational
climate that is favorable to the employees. These
climates, however, enhance and promote the
long-term success of employees. Research
studies discuss substantial evidence on elements,
theories, perceptions, and pragmatics that
interdepend on organizational leadership, its
practical and transparent communication of the
employees and the organization, and
acknowledging employee strengths and
weaknesses. Thoroughly examining fundamental
elements, pivotal theories, and pragmatic
approaches underscores the interdependence of
constructive leadership, transparent
communication, and acknowledgment of
strengths (Singha, 2024; Awa et al., 2010).
Meyers, Woerkom, and Bakker (2013)
investigate the implementation of concepts
related to positive psychology. These concepts
are tested through the positive behavioral
intervention support framework that optimizes
workplace environments, as well as to examine
the effectiveness of policy-led conditions
necessary for the success of the initiative. This
study explores the use of positive psychology in
workplace settings to improve employee well-
being and resiliency. It uses a descriptive
research design to investigate three

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Applying Positive Organizational Psychology to Foster a Positive Environment at the Workplace
organizational settings at different stages of
applying positive psychology concepts and
practices. The study uses case studies to gather
stakeholder perspectives and experiences. An
Appreciative Inquiry approach is used to identify
strengths, promising practices, and potential
innovations in positive psychology. The study
provides insights into practical methods for
applying positive psychology concepts and
practices in workplace contexts. It identifies six
common elements across case study sites and
proposes two models: one outlines three pillars
for preparing for positive workplace practices
implementation, and another describes cyclical
stages of development or change for continuous
improvement and optimization.
Methodology
This research employs a systematic and
interactive literature review that examines
studies, research reviews, and empirical research
on the behavior of employees within the
organization that contributes to the development
of favorable, supportive environments. It fills the
prevailing literature gap by presenting specific
data on variables that point to techniques for
mitigating the effects of using positive
psychological intervention programs. Through
assignments, exercises, and interactive sessions,
these programs plan positive employee
behaviors that serve as catalysts for employee
development and, as a result, mitigate
professional bereavement. The methodology
encompassed several vital stages, beginning with
an extensive literature review to establish a
foundational understanding of the subject matter.
The research incorporated the use of
academic databases to develop a research
database on the research subject. The researcher
facilitated the study by analyzing research
papers based on specific and selective keywords.
Terminologies, for instance. “Employee
Behavioral Psychology," "Positive
Organizational Mindset," “Positive Workplace
Environment," “Fostering Positive Employee
“Behavior," “Positive Intervention Programs,"
“Positive Psychological Intervention Programs,"
and “Positive Behavioral Intervention Support
Framework.” The researcher used articles,
reports, research papers, industry reports, and
regulatory documentation that served as primary
sources for research intervention.
Ethical considerations were closely
monitored during the study process to protect
intellectual property rights and maintain
academic integrity. Ethics were followed when
doing the research, and sources were duly
acknowledged and cited. It is crucial to
recognize some inherent limitations in the
methodology, such as the use of secondary data
sources and the possibility of biases in the self-
reported information obtained from interviews
and surveys. A variety of credible sources were
consulted, data from various techniques was
triangulated, and recent papers and data were the
main focus to lessen these constraints. Finally,
by focusing on the efficacy of positive
intervention programs, the systematic
methodology used in this study offered an
organized way to investigate the field of positive
organizational psychology.
Results and Discussion
To understand the working strategy of
positive intervention programs, researchers have
taken inferences from using the positive
behavioral intervention support framework, to
develop initiatives for enhanced positive
psychology in organizations (Lloyd et al., 2023).
However, below mentioned initiatives help the
organizations to reinforce positive employee
behavior in the workplace, which include:
1. Timely routines for employees to avoid
burnout.
2. Systematic breaks between work hours
3. Proximal closeness and engagement of
employees and the organization.
4. Highlighting the discrepancy between
employees in private
5. Redirecting individual tasks and projects to
analyze if the employee works better as an
independent body or through teamwork.
6. Positive phrasing and acknowledgments
7. Behavior statements
8. Tangible Reinforcements.
LaMontagne et al. (2014) explores various
mental health issues faced by employees at
workplace. However, some organizational

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interventions can help employees combat such
issues and instill professionalism. Interventions
to treat these problems have developed
independently along three primary disciplinary
traditions: public health, psychology, and
medicine. These three strands must be combined
to best prevent mental health issues in working
populations. Workplace mental health
interventions should address mental health issues
regardless of their underlying causes, safeguard
mental health by lowering risk factors connected
to the workplace, and promote mental health by
fostering positive parts of work and worker
strengths. The assets of public health,
psychology, and medicine are combined in an
integrated approach to workplace mental health,
which enables the best possible prevention and
management of mental health issues in the
workplace.
Dubreuil et al (2016) developed a strengths-
based workplace intervention program that was
implemented on 78 participants in a physical re-
adaptation center as part of the research. Post-
training, the researchers found a significant rise
in strength utilization and overall well-being.
However, no discernible change was seen in
work performance, harmonious passion, vitality,
or focus. Those who reported a strong increase
in using their abilities also demonstrated
significant improvements in harmonious passion
and work performance. This research focused to
implement theoretical and practical ramifications
of the interventions, which helped in analyze
individual work strength of the employees.
Michel et al., (2021) imply that positive
psychology is used in corporate settings to
encourage happier, healthier workers. A three-
week online intervention that combined
mindfulness and positive activities was created,
and a randomized-controlled group design was
used to assess its effectiveness (Ouweneel et al.,
2013). The intervention was found to improve
work engagement, hope, and sleep quality and
lessen weariness. It was based on the broaden-
and-build theory, mindfulness, and positive-
activity models. The study has applications for
corporate health management and human
resource departments (Donaldson et al., 2019).
Moreover, positive organizational
psychology has helped to induce green behavior
among employees that is strongly influenced by
positive characteristics, such as good effect and
personal values, according to research on the
subject. Research on the relationship between
employee green behavior and positive
organizational psychology is, nevertheless,
scarce. In this document, 94 articles that look
into positive determinants of employee green
behavior are presented in a systematic review of
the literature (Meyers & Rutjens, 2022). The
results are then utilized to address theoretical
and methodological recommendations for future
study at the nexus of employee green behavior
and positive organizational psychology, as well
as to identify gaps and provide specific
recommendations.
Research studies endorse that positive
psychology encourages better attitudes, job
satisfaction, and a happier workplace/
Meaningful work promotes higher well-being,
satisfaction, reduced stress, and work-family
conflict. These benefits encourage workers to
put in more effort, perform better, work more
effectively, be team players, and be productive
in general. Hostile working environments, on the
other hand, can have the opposite effect,
resulting in poor work performance, decreased
productivity, conflicts, stress at work, discontent
at work, a toxic atmosphere, a high turnover rate,
and significant revenue loss for the organization.
The proactive field of positive psychology
strives to cultivate and sustain happy feelings
and an optimistic outlook.
Positive psychology can be incorporated into
daily work practices to promote lower stress,
fewer insomniac nights, and higher levels of
creativity and productivity (Meyers & Rutjens,
2022). As a result, there may be a drop in
absences and tardiness, which would increase
income and minimize loss for the organization.
The application of positive psychology
techniques lowers the likelihood of heart
problems, diabetes, stroke, high blood pressure,
and compromised immune systems, all risk
factors linked to stress. Studies have indicated
that individuals who lead happier lives often
outlive those who lead unhappy lives by an
estimated ten years.

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Applying Positive Organizational Psychology to Foster a Positive Environment at the Workplace
A happier, healthier workforce benefits
employer by decreasing tardiness and
absenteeism and raising overall productivity. But
when new recruits lack experience and
knowledge, productivity declines, which irritates
managers, coworkers, trainees, and trainers.
Furthermore, until open jobs are filled and new
hires have sufficient training, incumbent
employees may be subjected to heavier
workloads, which could cause burnout in the
existing workers. In conclusion, positive
psychology is a proactive strategy for raising
employee motivation, output, and performance
at work, which will ultimately result in more
customer satisfaction and lower revenue loss.
Conclusion
Positive organizational psychology has the
potential to foster a positive work culture in
small and large-scale organizations and self-
owned businesses. However, work-life balance
plays a crucial role in maintaining this balance.
This research aims to identify factors that
exacerbate adverse workplace environments and
develop strategies for fostering positive
environments through positive intervention
programs. The study focuses on factors that
enhance employees' emotional intelligence and
stability in the workplace. It uses a systematic
and interactive literature review to discuss
existing research on employee organization
behavior and cheerful mindsets. The research
identifies gaps in the literature and suggests
mitigation strategies through positive
psychological intervention programs. These
programs encourage positive employee
behaviors through tasks, activities, and
interactive sessions, promoting employee growth
and preventing professional bereavement.
Employee-centered policies that replenish
psychological interventions at the workplace are
needed to create provocative, present-minded
individuals who focus on delivering positive
behavioral attitudes.
Recommendations
1. To guarantee a successful implementation,
employers and employees should approach
workplace positivity and let go of any
misgivings or preconceived preconceptions.
2. A happier, healthier, productive, and long-
lasting workforce is produced by this
strategy of positive intervention program.
Instead of taking a "top-down" strategy,
employers should embrace open
communication and surveys to increase
employee well-being and work satisfaction.
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