Well-being: the Ultimate Criterion for Organizational Sciences

For too long, organizational science has implicitly or explicitly endorsed job performance as the ultimate criterion (or the bottom line for organizational performance). We propose that a broader vision of well-being—or optimal functioning—should be the ultimate criterion. This conceptualization does not preclude performance but rather encompasses performance while including many other important aspects excluded from a narrow and limiting performance perspective. We present and build on historical and current perspectives that point toward the centrality of well-being (e.g., Psychology of Working , Critical Studies , Humanitarian Work Psychology , Occupational Health Psychology , and Positive Organizational Scholarship ). The complexification of the ultimate criterion for well-being includes multiple perspectives, domains, and levels that have synergies and tensions. We believe this complexity adds increased rigor and realism that advances both our science and practice. A focus on well-being is also aligned with the broader field of psychology and societal concerns.