Magister Commercii (Industrial Psychology) - MCom(IPS) / Positive organisational practices are actions performed by employees within the workplace that enhance worker and organisational wellness. In identifying positively deviant organisations, specific positive practices within the organisation were studied as an online desk research. This study is based on a backdrop of a study by Cameron et al. (2011) where the authors theorise about certain positive practices, but do not stipulate actual practices. In understanding what these positive practices look like, the study used the interpretive paradigm. Through qualitative inquiry, thematic analysis was used to expand the understanding of manifest positive practices in organisations. The researcher used two significant ways of gathering the data, both through the internet; looking up "top" and "happiest" companies to work for as well as looking at the International Positive Psychology Association (IPPA) Network online resources and Michigan Ross School of Business online page. All of the data gathered (150 pieces) was from secondary internet / online sources. The results generated 13 themes, of which five stood out as most salient: social interactions at work, inclusivity of all differences, mindfulness, transparent/open communication and creativity/innovation. The study concludes by identifying similarities between Cameron et al. (2011) and the study results, and proposes a link between 11 of the themes. Furthermore, the results suggest that seven of the study’s practices coincide with one particular practice from Cameron et al. (2011): ‘inspiring’ others in the workplace. The significance of the study includes the expanded understanding of positive organisational (manifest) practices that take place in positively deviant organisations. By comparing and contrasting these practices with the Cameron et al. (2011) positive practices, similarities were found. Recommendations for future research are offered.

The Fast Moving Consumable Goods industry is characterized by competitiveness, on going change and high turnover. To stay competitive, retain talent and keep up with these fast paced systems, organisations have to capitalise on the potential of their workforce to outperform the rest. Giving the increasing demand on both employer and employee regarding innovation, creativity and shared knowledge, increased importance of employee well-being being viewed as sources of “prosperity” for organisations, are critical. Organisations must find a way to enable their employees to flourish. Flourishing refers to high levels of wellbeing in terms of feeling well and functioning well (Keyes, 2007). Subjective well-being refers to the levels of positive and negative affect and the overall satisfaction with life. Psychological well-being consists of individuals’ positive functioning in life. Social wellbeing relates to individuals’ evaluation of their functioning on a public and social level. Individuals spend a large part of their adult life at work in organisational environments that are dynamic and ever-changing. The domain of work is a critical part of existence and plays a dynamic role in the development, expression and maintenance of well-being. Globally the workplace is recognised as a key setting for focusing on improving the well-being of employees due to its compelling impact on a variety of organisational outcomes. Flourishing is thus not only relevant in everyday life, but also occurs in the work and organisational environment. Limited studies regarding flourishing in work and organisational contexts exist and central to studying, understanding, and explaining flourishing at work, are valid and reliable instruments. The aim of this study was to develop and validate a multidimensional scale that measures work flourishing. Furthermore, to investigate the impact of various factors in the work and organisational environment on flourishing in the FMCG industry. A cross-sectional survey design was used to gather data regarding the flourishing of employees in the FMCG industry in South Africa. A stratified random sample (N = 779) was iv taken of employees in an alcoholic beverage company in South Africa. The measuring instruments used were the self-developed Flourishing-at-Work Scale, Flourishing-at-Work Scale Short Form, parts of the Job-Demand-Recourse Scale, Authentic Leadership Questionnaire (ALQ), and a Biographical Questionnaire. Confirmatory and exploratory factor analysis, descriptive statistics, regression analysis and latent class analysis were applied. Structural equation modelling was used to test a structural model of work flourishing and its relation to organisational antecedents and outcomes. The results of study 1 showed the validity of a multidimensional scale that measures flourishing in work and organisational context. The FAWS (Flourishing-at-Work Scale) includes the three dimensions of emotional well-being, psychological well-being, and social well-being, as suggested by Rothmann (2013). This supports the work of Keyes (2005, 2007) regarding integrating the models of hedonic (Diener, 1984), eudaimonic (Ryff, 1989), and social well-being (Keyes, 1998) into a unified structure. The results of the latent class analysis also showed that different classes of well-being were evident due to the interplay between the various dimensions. Study 2 showed that work-related antecedents impact on work flourishing. A short form of the FAWS (Flourishing-at-Work Scale) was developed and found to be valid. The results confirm that career advancement, authentic leadership and work-life interference predict work flourishing. Advancement and authentic leadership positively relate to flourishing while negative work-life interference impacts flourishing negatively. The Conservation of Resources (COR) framework (Hobfoll, 1989), which suggests that the well-being of an individual is dependent on the maintenance or gain of resources, is therefore supported. The job demands workload and job insecurity did not predict flourishing in the organisational environment. Study 3 showed that positive organisational practices (positive emotions, support, and inspiration) predict work flourishing. Furthermore, career advancement was a positive predictor of flourishing in the work and organisational context.

The Fast Moving Consumable Goods industry is characterized by competitiveness, on going change and high turnover. To stay competitive, retain talent and keep up with these fast paced systems, organisations have to capitalise on the potential of their workforce to outperform the rest. Giving the increasing demand on both employer and employee regarding innovation, creativity and shared knowledge, increased importance of employee well-being being viewed as sources of “prosperity” for organisations, are critical. Organisations must find a way to enable their employees to flourish. Flourishing refers to high levels of wellbeing in terms of feeling well and functioning well (Keyes, 2007). Subjective well-being refers to the levels of positive and negative affect and the overall satisfaction with life. Psychological well-being consists of individuals’ positive functioning in life. Social wellbeing relates to individuals’ evaluation of their functioning on a public and social level. Individuals spend a large part of their adult life at work in organisational environments that are dynamic and ever-changing. The domain of work is a critical part of existence and plays a dynamic role in the development, expression and maintenance of well-being. Globally the workplace is recognised as a key setting for focusing on improving the well-being of employees due to its compelling impact on a variety of organisational outcomes. Flourishing is thus not only relevant in everyday life, but also occurs in the work and organisational environment. Limited studies regarding flourishing in work and organisational contexts exist and central to studying, understanding, and explaining flourishing at work, are valid and reliable instruments. The aim of this study was to develop and validate a multidimensional scale that measures work flourishing. Furthermore, to investigate the impact of various factors in the work and organisational environment on flourishing in the FMCG industry. A cross-sectional survey design was used to gather data regarding the flourishing of employees in the FMCG industry in South Africa. A stratified random sample (N = 779) was iv taken of employees in an alcoholic beverage company in South Africa. The measuring instruments used were the self-developed Flourishing-at-Work Scale, Flourishing-at-Work Scale Short Form, parts of the Job-Demand-Recourse Scale, Authentic Leadership Questionnaire (ALQ), and a Biographical Questionnaire. Confirmatory and exploratory factor analysis, descriptive statistics, regression analysis and latent class analysis were applied. Structural equation modelling was used to test a structural model of work flourishing and its relation to organisational antecedents and outcomes. The results of study 1 showed the validity of a multidimensional scale that measures flourishing in work and organisational context. The FAWS (Flourishing-at-Work Scale) includes the three dimensions of emotional well-being, psychological well-being, and social well-being, as suggested by Rothmann (2013). This supports the work of Keyes (2005, 2007) regarding integrating the models of hedonic (Diener, 1984), eudaimonic (Ryff, 1989), and social well-being (Keyes, 1998) into a unified structure. The results of the latent class analysis also showed that different classes of well-being were evident due to the interplay between the various dimensions. Study 2 showed that work-related antecedents impact on work flourishing. A short form of the FAWS (Flourishing-at-Work Scale) was developed and found to be valid. The results confirm that career advancement, authentic leadership and work-life interference predict work flourishing. Advancement and authentic leadership positively relate to flourishing while negative work-life interference impacts flourishing negatively. The Conservation of Resources (COR) framework (Hobfoll, 1989), which suggests that the well-being of an individual is dependent on the maintenance or gain of resources, is therefore supported. The job demands workload and job insecurity did not predict flourishing in the organisational environment. Study 3 showed that positive organisational practices (positive emotions, support, and inspiration) predict work flourishing. Furthermore, career advancement was a positive predictor of flourishing in the work and organisational context.