| Abstract [eng] |
The strengths use behavior in organizations is becoming an increasingly important phenomenon that is worth researching, understanding, and it is important to educate employees about it, empowering them to identify and utilize their strengths more actively and effectively. Organizational and personal resources can either enhance or limit the strengths use behavior. Most organizations strive to ensure that their employees who feel satisfied at work are loyally committed. The aim of this study is to examine the relationship between employees’ strengths’ use behavior and their well-being, considering the role of personal and organizational resources. The study involved 197 employees from a variety of companies, ranging in age from 20 to 62 years old (M = 32.8; SD = 9.46). The study was conducted using a quantitative research method — an anonymous online survey. The study assessed the relationships between the strengths use and other personal resources, such as deficit correction behavior, cognitive flexibility, and professional self-efficacy; as well as links with organizational resources: perceived organizational support for strengths use and organizational support for deficit correction and compensating for weaknesses, social support, and engaging leadership. The study examined the relationships between all resources and well-being, as well as the relationship with the organization through the use of strengths. Correlational, regression, and mediation analyses were applied to the data. The results of the study showed the use of strengths was significantly associated with all constructs examined constructs. There was a significant predictive relationship with professional self-efficacy, organizational support for strengths use, and social support. The results indicate that organizational and personal resources are linked to well-being and organizational commitment through the strengths use behavior. |
