Reducir el malestar psicológico y aumentar el afecto positivo y la felicidad entre las enfermeras: comparación de dos intervenciones organizacionales positivas

Fostering employees’ happiness at work should be of great interest for organizations, given the recent findings further supporting the “happy worker-productive worker” hypothesis. However, the existing research shows that the typical positive intervention only aims at enhancing employees’ happiness by focusing on hedonic happiness (e.g., job satisfaction), without considering employees’ eudaemonic happiness. For example, Mindfulness-Based Interventions (MBI) are a proven practice which increases employees’ emotional regulation, and thus their job satisfaction. However, this suggests that talent managers might be unaware of other forms of happiness, such as Eudaimonia. As a result, the hedonic happiness that results from organizational efforts are short-lived, and hence fail to sustain employee productivity gains in the long run. We propose that combining mindfulness and character strengths development, or what we termed Mindfulness and Strengths-based interventions (MSBI), might result in higher levels of eudaemonic happiness (H1). However, such effect should be conditional of employees’ initial levels of psychological well-being (H2). To test our predictions, we compared the effects of two these two types of interventions (MBI vs. MSBI) in a sample of female nurses (N=35), a collective in which distress and burn-out are commonplace. Given our relatively small sample size, we constructed a moderated-mediation model and used a Monte Carlo simulation approach to generate 20.000 subsamples and derive empirically 95% CI and SE. Taken as a whole, our findings support our predictions. Implications for theory and practice are discussed.