شناسایی پیشایندها و پسایندهای نشاط کارکنان در سازمان با روش‌های فراترکیب و دلفی فازی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 عضو هیئت علمی دانشگاه خوارزمی، دانشکده مدیریت - مدیریت دولتی

2 گروه مدیریت منابع انسانی و کسب و کار، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران

3 کارشناس ارشد مدیریت منابع انسانی، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران

چکیده

هدف: در محیط پویای امروزی، بقا و رشد دو نگرانی عمده برای سازمان­‌ها می­‌باشد. عدم اطمینان ناشی از این محیط­‌ها، به عنوان یک عامل کاتالیزور عمل کرده و سازمان­‌های در خطر بقا را تهدید می­‌کند. برخی از سازمان‌­ها در این محیط پویای امروزی راه بقا را یافته و برای مدتی طولانی، رشد را تجربه کرده‌­اند. اما این فرایند یا استراتژی که ممکن است به ماندگاری و رشد سازمان­‌ها برای مدت طولانی کمک کند، چیست؟ به نظر می‌­رسد که نشاط آفرینی سازمانی و فرایندهای مرتبط با آن پاسخی برای این امر باشند. ادبیات موجود در زمینه نشاط آفرینی سازمانی عمدتاً بر روی تعداد کمی از عوامل تأثیرگذار و تأثیرپذیر از این مفهوم تمرکز نموده‌­اند. لذا انجام مطالعات جامع در این زمینه از اهمیت بالایی برخوردار می‌­باشد. در پژوهش حاضر نسبت به شناسایی پیشایندها و پسایندهای نشاط آفرینی در شرکت فروشگاه‌های زنجیره‌­ای فامیلی اقدام شده است. انتظار می­‌رود با انجام این پژوهش در بخش کاربردی، عوامل و پیامدهای حاصل از این مفهوم شناسایی شده تا مدیران منابع انسانی سازمان‌­ها بتوانند از آن‌ها برای بهبود نشاط سازمانی استفاده نموده و از این طریق عملکرد، بقا و رشد سازمان خود را تضمین کنند. در بخش نظری نیز انتظار می‌­رود که انجام این پژوهش منجر به توسعه ادبیات پیشین در زمینه نشاط آفرینی سازمانی گردد.
طراحی/ روش‌شناسی/ رویکرد: تحقیق حاضر از نظر هدف کاربردی و از نظر روش توسعه‌ای است که به صورت آمیخته (کیفی-کمی) انجام شده است. در بخش کیفی (روش فراترکیب) جامعه پژوهش را تمامی مطالعات انجام‌گرفته در این حوزه تشکیل داده است که با استفاده از روش نمونه‌گیری هدفمند ملاک مدار، از میان آنها نمونه‌گیری به‌عمل آمد. در بخش کمی، از روش دلفی فازی چند مرحله‌ای به منظور دستیابی به اجماع در خصوص مولفه‌های مستخرج از بخش کیفی استفاده شد. جامعه آماری بخش کمی شامل خبرگان شرکت فروشگاه‌های زنجیره‌ای فامیلی می‌باشد.
یافته­‌های پژوهش: در این پژوهش با روش فراترکیب پیشایندهای نشاط کارکنان در سازمان، در 2 مقوله فردی و سازمانی و پسایندها نیز در 2 مقوله نتایج فردی و سازمانی شناسایی شدند. سپس از روش دلفی فازی جهت اخذ نظرات خبرگان در خصوص اهمیت این مولفه‌­ها استفاده شد. در مرحله اول دلفی فازی پیشایندهای کانون کنترل، حق شناسی و اثربخشی فردی به دلیل کمتر بودن مقدار ارزش به‌دست آمده شاخص با حد آستانه α حذف گردیدند. همچنین پسایندهای بهره‌­وری کارکنان، وابستگی شغلی خلاقانه و رضایت شغلی به ترتیب دارای بیشترین اهمیت بوده­اند. در این بخش تمامی پسایندها مورد تأیید قرار گرفتند. اختلاف میانگین فازی‌زدایی شده نظر خبرگان در دو مرحله برای پیشایندها و پسایندها از 0.1 کمتر است. بر این اساس، خبرگان فروشگاه‌های زنجیره‌­ای فامیلی در خصوص پیشایندها و پسایندهای نشاط کارکنان در سازمان به اجماع رسیده‌­اند و نظرسنجی در این مرحله متوقف می­‌شود.
محدودیت­‌ها و پیامدها: بر اساس یافته‌های پژوهش حاضر شغل باید به گونه­‌ای تعریف و طراحی گردد که غنا و معناداری لازم را در خود فراهم آورده و منجر به خروجی‌­های مثبت و نتیجه بخش گردد. برخی از ویژگی‌­ها هستند که در تعریف هر شغلی باید به آن­ها توجه ویژه‌­ای نمود. معناداری شغل، شفافیت شغلی، امنیت شغلی، استقلال عمل در کار و پیشرفت شغلی کارکنان از جمله آن­ها هستند که مسلماً پیاده سازی و اجرای هر کدام از آن­ها پیامدهای مثبت بسیاری را به همراه خواهد داشت. عوامل متعددی در سطح فردی، ویژگی‌­ها و خصایص شخصی وجود دارند که می­‌توانند به صورت بالقوه­ بر نشاط آفرینی سازمانی تأثیرگذار باشند. این عوامل در مضامین متعددی همچون عوامل جمعیت‌شناختی، ویژگی­‌های شخصیتی، ویژگی­‌های روانشناختی و نگرش‌­های فردی قرار گرفتند. لذا پیشنهاد می‌­شود مدیران منابع انسانی مضامین ذکر گردیده و عوامل زیرمجموعه آن را در استراتژی­‌ها و برنامه­‌های جذب و استخدام خود حتماً در نظر بگیرند.
پیامدهای عملی: مطابق با نتایج به‌دست آمده در پژوهش حاضر، برنامه­‌های رفاهی و فعالیت‌­های فراسازمانی در جهت رفاه و سلامتی کارکنان از مهم‌ترین عوامل پیش برنده نشاط آفرینی سازمانی هستند. لذا بسیار مهم خواهد بود که این برنامه‌­ها در سازمان توسط مدیران مورد توجه بیشتری قرار گیرند. همچنین اعتماد در محیط­‌های کاری می تواند منجر به نشاط آفرینی سازمانی شود. لذا پیشنهاد می­‌شود به منظور تقویت اعتماد و در نتیجه افزایش نشاط آفرینی در سازمان، مدیران نسبت به پایبندی به صداقت در امور و روابط شغلی، رعایت عدالت در بین کارکنان و اولویت دادن اهداف مشترک بر اهداف فردی اقدام شود.
ابتکار یا ارزش مقاله: انتظار می­‌رود مدیران منابع انسانی با استفاده از نتایج این پژوهش در جهت بهبود نشاط کارکنان و در نهایت بهبود عملکرد و رشد سازمان خود استفاده کنند.
نوع مقاله: مقاله پژوهشی
 

کلیدواژه‌ها

عنوان مقاله [English]

Identifying the Antecedents and Consequences of Employees’ Vitality in Organization by Meta Synthesis and Delphi Methods

نویسندگان [English]

  • Mariam Tehrani 1
  • Akbar Hassanpoor 2
  • Koosha Yavari 3

1 Faculty member of Kharazmi University, Faculty of Management - Public Administration

2 Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran

3 Graduated in Human Resource Management, Faculty of Management, Kharazmi University

چکیده [English]

Purpose: In today's dynamic environment, survival and growth are two major concerns for organizations. The uncertainty of these environments acts as a factor, and organizations are at risk of survival. Some organizations have found a way to survive in today's dynamic environment and have experienced growth for a long time. But what is the process or strategy that may help the sustainability and growth of organizations for a long time? It seems that organizational vitality and related processes are the answer to this.
The existing literature in the field of organizational vitality has mainly focused on a small number of antecedents and consequences. Therefore, conducting comprehensive studies in this field is of great importance. In the current research, an attempt has been made to identify the antecedents and consequences of vitality in the Family Chain Store Company. It is expected that by conducting this research in the applied part, antecedents and consequences resulting from this concept will be identified so that human resource managers can use them to improve organizational vitality and thus ensure the performance, survival, and growth of their organizations. In the theoretical part, it is expected that conducting this research will lead to the development of previous literature in the field of organizational vitality.
Design/ methodology/ approach: The current research is applied in terms of purpose and developmental in terms of its method, which was done in a mixed (qualitative-quantitative) way. In the qualitative part (meta-synthesis method), the research population is made up of all the studies conducted in this field, which were selected using the criterion-oriented purposeful sampling method. In the quantitative part, the multi-step fuzzy Delphi method was used in order to reach a consensus about the components extracted from the qualitative part. The statistical population of a small part includes experts in family chain stores.
Research Findings: In this research, the antecedents of employees' vitality in organizations were identified in 2 individual and organizational categories, and the consequences were also identified in 2 categories of individual and organizational results. Then the fuzzy Delphi method was used to obtain experts' opinions about the importance of these factors. In the first phase of the fuzzy Delphi for antecedents, the results showed that the center of control, legitimacy, and individual effectiveness were removed due to the lower value of the obtained index. Also, the results of Fuzzy Delphi for consequences showed that employee productivity, creative job dependence, and job satisfaction were the most important, respectively. In this section, all the consequences were approved.
The difference between the de-fuzzified average of experts' opinions in two stages for antecedents and consequences is less than 0.1. Based on this, the experts of the Family Chain Stores have reached a consensus regarding the antecedents and consequences of employee vitality in the organization, and the survey is stopped at this stage.
Limitations & Consequences: Based on the findings of the present study, a job should be defined and designed in such a way that it provides the necessary richness and meaning and leads to positive and fruitful results. There are some factors that should be given special attention when defining any job. Job meaningfulness, job transparency, job security, autonomy at work, and career development are among these factors, and implementing each one will undoubtedly lead to numerous positive outcomes. There are many factors at the individual level that can potentially influence organizational vitality. These factors were included in several themes, such as demographic factors, personality characteristics, psychological characteristics, and individual attitudes. Therefore, it is suggested that human resource managers definitely consider the mentioned categories and their subcategory factors in their recruitment strategies and plans. 
Practical Consequences: According to the results obtained in the present research, welfare programs and extra-organizational activities for the welfare and health of employees are among the most important factors promoting organizational vitality. Also, trust in work environments can lead to organizational vitality. Therefore, it is suggested that in order to strengthen trust and, as a result, increase vitality in the organization, managers adhere to honesty in business relationships, observe justice among employees, and prioritize common goals over individual goals.
Innovation or value of the Article: Human resource managers may use the results of this research to improve the vitality of employees and ultimately improve the performance and growth of their organization.
Paper Type: Original Paper

کلیدواژه‌ها [English]

  • Employees&rsquo
  • Vitality
  • Antecedents
  • Consequences
  • Meta-synthesis
  • Delphi Methods
  1. Afshar Jahanshahi, A., Brem, A., & Gholami, H. (2019). "Working in a physically dangerous work environment: Employee vitality and sustainable behavior". Sustainability, 11(19), 5170.
  2. Ahmadi Baladhi, Sayyed Mehdi, Babaei Kachbi, Ezzatullah & Taheri, Nematullah. (2019). "The role of organizational vitality in improving the productivity level of Golestan police command staff". Golestan Police Science Quarterly, (10)37, 103-126. (in Persian)
  3. Al-Hawari, M. A., Bani-Melhem, S., & Shamsudin, F. M. (2019). "Determinants of frontline employee service innovative behavior". Management Research Review.
  4. Arslan, G., Yıldırım, M., & Aytaç, M. (2022). "Subjective vitality and loneliness explain how coronavirus anxiety increases rumination among college students". Death studies, 46(5),1042-1051.
  5. Atwater, L., & Carmeli, A. (2009). "Leader–member exchange, feelings of energy, and involvement in creative work". The Leadership Quarterly, 20(3), 264-275.
  6. Bagheri, Muslim, Jajermizadeh, Mohsen, Benafi, Mansoureh (2017). "Investigating the mediating role of organizational vitality in the relationship between organizational spirituality and organizational commitment (Study: Shiraz University)." Islamic University Culture Quarterly, 7(1), 18-3. (in Persian)
  7. Barbic, S. P., Bartlett, S. J., & Mayo, N. E. (2013). "Emotional vitality: concept of importance for rehabilitation". Archives of physical medicine and rehabilitation, 94(8), 1547-1554.
  8. Baruch, Y., Grimland, S., & Vigoda-Gadot, E. (2014). "Professional vitality and career success: Mediation, age and outcomes". European Management Journal, 32(3), 518-527.
  9. Basinska, B. A., & Rozkwitalska, M. (2022). "Psychological capital and happiness at work: The mediating role of employee thriving in multinational corporations". Current Psychology, 1-14.
  10. Binyamin, G., & Brender-Ilan, Y. (2018). "Leaders's language and employee proactivity: Enhancing psychological meaningfulness and vitality". European Management Journal, 36(4), 463-473.
  11. Bishwas, S. K. (2016). "LIFE: an integrated view of meta organizational process for vitality". Journal of Management Development.
  12. Cameron, K. S., Bright, D., & Caza, A. (2004). "Exploring the relationships between organizational virtuousness and performance". American behavioral scientist, 47(6), 766-790.
  13. Canby, N. K., Cameron, I. M., Calhoun, A. T., & Buchanan, G. M. (2015). "A brief mindfulness intervention for healthy college students and its effects on psychological distress, self-control, meta-mood, and subjective vitality". Mindfulness, 6(5), 1071-1081.
  14. Carmeli, A. (2009). "Positive work relationships, vitality, and job performance". Emotions in groups, organizations and cultures, 5, 45–71, Emerald Group Publishing Limited.
  15. Chavosh Bashi, Farzane, and Dehghan Afifi, Nahid. (2013). "Identifying and measuring the factors influencing the organizational vitality of employees in the Islamic Azad University, Tehran West Branch". Behavioral Sciences, 5(16), 43-66. (in Persian)
  16. Cheng, C. H. and Y. Lin (2002). "Evaluating the Best Main Battle Tank Using Fuzzy Decision Theory with Linguistic Criteria Evaluation". European Journal of Operational Research, 142 , 174-186.
  1. Darvishi Abolfazl, Kalate Sifiri Masoumeh (2017). "The effect of organizational vitality on the productivity of the employees of the Department of Sports and Youth of Mazandaran province". New approaches in sports management. 5 (16), 9-19. (in Persian)
  1. Dubreuil, P., Forest, J., & Courcy, F. (2014). "From strengths use to work performance: The role of harmonious passion, subjective vitality, and concentration". The Journal of Positive Psychology, 9(4), 335–349.
  2. Esgandari, Gholamreza, Bahlouli, Nader, Rahimi, Gholamreza, Hojjati, Seyyed Abdallah. (2018). "Designing the optimal model of flexibility of human resources in social security organization by fuzzy inference method". Career and Organizational Consulting Quarterly. (in Persian)
  3. Faraji, Tobi & Khademian, Talia. (2013). "Investigating the role of life satisfaction on the level of social vitality". Sociology of Youth Studies, 4(10), 87-102.(in Persian)
  4. Garg, N., & Sarkar, A. (2020). "Vitality among university students: exploring the role of gratitude and resilience". Journal of Organizational Effectiveness: People and Performance 7(3), 321-337.
  5. Goldbeck, F., Hautzinger, M., & Wolkenstein, L. (2019). "Validation of the German version of the subjective vitality scale-a cross-sectional study and a randomized controlled trial". Journal of Well-Being Assessment, 3(1), 17-37.
  6. Gwet, K. L. (2014). "Handbook of inter-rater reliability: The definitive guide to measuring the extent of agreement among raters". Advanced Analytics, LLC.
  7. Hadian, Mehdi, Rahmanzadeh, Arvin. (2018). "Investigating factors affecting organizational vitality in the working environment of the National Library of Iran". Human Resource Studies, 8(1), 153-174. (in Perian)
  8. Haller,  M.,  &  Hadler,  M.(2006). "How  social  relations  and  structures  can  produce happiness and unhappiness". Social Indicators Research, 75 (2), 169-216.
  9. Harvey, T. A. (2002). "Professional vitality and the principalship: Construct validity study". (Unpublished PhD dissertation). University of Maine.
  10. Hsu, T. H., & Yang, T. H. (2000). "Application of fuzzy analytic hierarchy process in the selection of advertising media". Journal of Management and Systems, 7(1), 19-39.
  11. Huang, Yufang, Chen, Xin (2021). "A moderated mediation model of idiosyncratic deals and innovative performance of R&D employees: roles of vitality". Chinese Management Studies, 15 (4), 785-800.
  12. Joori, Behnoosh, Mohammadi Moghadam, Youssef, Ghahrani Qajar, Sosan, Hassan Moradi, Narges. (2019). "Compilation and prioritization of organizational revitalization strategies for academic women (taking into account the multiple roles of women)." Women and Family Studies, 8. (in Persian)
  13. Ju, H. (2017). "The relationship between physical activity, meaning in life, and subjective vitality in community-dwelling older adults". Archives of gerontology and geriatrics, 73, 120-124.
  14. Kark, R., & Carmeli, A. (2009). "Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement". Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 30(6), 785-804.
  15. Karkkola, P., Kuittinen, M., & Hintsa, T. (2019). "Role clarity, role conflict, and vitality at work: The role of the basic needs". Scandinavian journal of psychology, 60(5), 456-463.
  16. Kim, T., Henderson, A. C., & Eom, T. H. (2015). "At the front line: Examining the effects of perceived job significance, employee commitment, and job involvement on public service motivation". International Review of Administrative Sciences, 81(4), 713-733.
  17. Kjerulf, A. (2007). "Make your business happy and rich". (online), at: http://positivesharing.com/category/happy at work/
  18. Kahkhaie  Mohammad, Nastizaei Naser, Marzieh Afsana. (2017). "A comparative study of the organizational vitality of faculty members in different employment positions". Iranian Journal of Medical Education, 17 , 531-540. (in Persian)
  19. Kleine, A-K., Rudolph, C. W., Schmitt, A., & Zacher, H. (2022). "Thriving at work: an investigation of the independent and joint effects of vitality and learning on employee health". European Journal of Work and Organizational Psychology. https://doi.org/10.1080/1359432X.2022.2102485
  20. Landeta J. (2006). "Current validity of the Delphi method in social sciences". Technological Forecasting and Social Change, 73(5), 467-82.
  21. Langlands RL, Jorm AF, Kelly CM, Kitchener BA. (2008). "First aid for depression: a Delphi consensus study with consumers, carers and clinicians". J Affect Disord 105(1-3), 157-65.
  22. Lavrusheva, O. (2020). "The concept of vitality. Review of the vitality-related research domain". New Ideas in Psychology, 56, 100752.
  23. Lee, D. J., Grace, B. Y., Sirgy, M. J., Singhapakdi, A., & Lucianetti, L. (2018). "The effects of explicit and implicit ethics institutionalization on employee life satisfaction and happiness: The mediating effects of employee experiences in work life and moderating effects of work–family life conflict". Journal of Business Ethics, 147(4), 855-874.
  24. Leung, A., Kier, C., Fung, T., Fung, L., & Sproule, R. (2011). "Searching for happiness: The importance of social capital". Journal of Happiness Studies, 12(3), 443-462.
  25. Mavilidi, M. F., Mason, C., Leahy, A. A., Kennedy, S. G., Eather, N., Hillman, C. H., ... & Lubans, D. R. (2020). "Effect of a Time-Efficient Physical Activity Intervention on Senior School Students’ On-Task Behaviour and Subjective Vitality: The ‘Burn 2 Learn’Cluster Randomised Controlled Trial". Educational Psychology Review, 33(1), 299–323.
  26. Mohazabi, Mehdi, Vathoughi Neiri, Abdullah, Grangarakhil, Asgari, Abdullahpour, Sajjad. (2019). "Development of organizational learning capabilities in the light of social capital and happiness at work (case study: Saderat Bank of Iran)". Human Resource Studies, 9(2), 47-72. (in Persian)
  27. Mroueh, M., & de Waal, A. (2020). "Measuring happiness at work in a Takaful organization". Journal of Organizational Effectiveness: People and Performance, 7 (2), 139-154.
  28. Othman, A. K., Mahmud, Z., Noranee, S., & Noordin, F. (2018, March). "Measuring employee happiness: Analyzing the dimensionality of employee engagement". In International Conference on Kansei Engineering & Emotion Research, 739, 863-869). Springer, Singapore.
  29. Pabarja, Elham, Ahang, Farhanaz, Heydarbeigi, Shahla. (2016). "Examining the relationship between organizational virtue and organizational happiness (case study: Vali Asr University (AJ) Rafsanjan)". Quarterly Journal of Human Resource Management Development and Support, (42), 161-188. (in Persian)
  30. Paghe, Parviz, Shojaei, Samere, Tashimiri, Mahmoudreza, Azma, Fereydoun. (2020). "Identifying factors affecting generous leadership with an emphasis on spirituality in the work environment in education and training in the northern provinces of Tehran". Career and Organizational Consulting Quarterly. (in Persian)
  31. Pick, D., Teo, S. T., Tummers, L., Newton, C., Kruyen, P. M., Vijverberg, D. M., & Voesenek, T. J. (2015). "Connecting HRM and change management: the importance of proactivity and vitality". Journal of Organizational Change Management.
  32. Powell C. (2003). "The Delphi technique: myths and realities". J Adv Nurs Feb; 41(4), 376-382.
  33. Pryce-Jones, J. (2011). "Happiness at work: Maximizing your psychological capital for success". John Wiley & Sons.
  34. Qaiser, S., Abid, G., Arya, B., & Farooqi, S. (2020). "Nourishing the bliss: Antecedents and mechanism of happiness at work". Total Quality Management & Business Excellence, 31(15-16), 1669-1683.
  35. Rasheed, M. I., Okumus, F., Weng, Q., Hameed, Z., & Nawaz, M. S. (2020). "Career adaptability and employee turnover intentions: The role of perceived career opportunities and orientation to happiness in the hospitality industry". Journal of Hospitality and Tourism Management, 44, 98-107.
  36. Rego, A., Ribeiro, N., & Cunha, M. P. (2010). "Perceptions of organizational virtuousness and happiness as predictors of organizational citizenship behaviors". Journal of Business Ethics, 93(2), 215-235.
  37. Richman, L. S., Kubzansky, L. D., Maselko, J., Ackerson, L. K., & Bauer, M. (2009). "The relationship between mental vitality and cardiovascular health". Psychology and Health, 24(8), 919-932.
  38. Salas-Vallina, Joaquín Alegre, Rafael Fernández Guerrero. (2018). "Happiness at work in knowledge-intensive contexts: Opening the research agenda." European Research on Management and Business Economics, 149-159.
  39. Sandelowski, M.And Barros, J. (2007). "Handbook for Synthesizing Qualitative Research". Springer publishing company Inc.
  40. Semedo, A. S., Coelho, A., & Ribeiro, N. (2019). "Authentic leadership, happiness at work and affective commitment". European Business Review, 31 (3), 337-351.
  41. Singh, S., David, R., & Mikkilineni, S. (2018). "Organizational virtuousness and work engagement: Mediating role of happiness in India". Advances in Developing Human Resources, 20(1), 88-102.
  42. Spanouli, A., & Hofmans, J. (2020). "A Resource‐Based Perspective on Organizational Citizenship and Counterproductive Work Behavior: The Role of Vitality and Core Self‐Evaluations". Applied Psychology, 70 (4), 1435-1462.
  43. Taherian Hossein, Faiz Daud, Haiderkhani Zahra. (2014). "Management and organizational factors affecting happiness and vitality in universities and their effect on science production". Quarterly Journal of Research and Planning in Higher Education, 20 (2), 116-99. (in Persian)
  44. Tang, A. D., Chang, M. L., Wang, T. H., & Lai, C. H. (2020). "How to create genuine happiness for flight attendants: Effects of internal marketing and work-family interface". Journal of Air Transport Management, 87, 101860.
  45. Thompson, A., & Bruk-Lee, V. (2020). "Employee Happiness: Why We Should Care". Applied Research in Quality of Life, 1-19.
  46. Tummers, L., Newton, C., Kruyen, P. M., Vijverberg, D. M., & Voesenek, T. J. (2015). "Connecting HRM and change management: The importance of proactivity and vitality". Journal of Organizational Change Management, 28 (2), 1-26.
  47. Van Scheppingen, A. R., de Vroome, E. M., Ten Have, K. C., Zwetsloot, G. I., Wiezer, N., & van Mechelen, W. (2015). "Vitality at work and its associations with lifestyle, self-determination, organizational culture, and with employees' performance and sustainable employability". Work, 52(1), 45-55.
  48. Wesarat, A.; M. Sharif & A. Abdul Majid, (2015), "A Conceptual Framework of Happiness at the Workplace". Asian Social Science, 11(2), 78-89.
  49. Zarei Matin, Hassan, Jandaghi, Gholamreza, Haq Goyan, Zolfa. (2009). "Identifying the components of vitality in the work environment and measuring the status of these components in the executive organizations of Qom province". Journal of Public Administration, 1(2). (in Persian)