ABSTRACT
Throughout the twentieth century, the psychology of work focused its research and intervention in the analysis and prevention of labor malaise. In contrast, the psychology of the organization did not have that negativist bias. In general, however, organizational studies focused on wellbeing and job satisfaction as something associated with and subordinate to some processes that were considered more central, such as performance, productivity, efficiency, quality, competitiveness, culture, climate, and development. This chapter aims to integrate interdisciplinary constructions on work wellbeing, focusing on its positive consequences for employees, organizations, and society. Work is a way of relating to things we produce and use and to people with whom we interact, collaborating or exchanging goods, products, or services. The work–wellbeing relationship can be described as the chronicle of a fundamental ambivalence; work wellbeing refers to the rewarding and successful experience of doing, with effort and purpose, something economically, socially, and personally productive.
