Volume 31, Issue 1 (3-2024)
RJMS 2024, 31(1): 1-13 |
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Research code: ۹۵۰۳۲۱۴۹۱
Ethics code: IR.IAU.SHK.REC.1400.039
Clinical trials code: IR.IAU.SHK.REC.1400.039
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Ansari M, Chorami M, Ghazanfari A, Sharifi T. Comparing the Effectiveness of Libomirski's Happiness Training and Dweck's Mindset Change Training on the Psychological Well-Being of Gas Company Employees. RJMS 2024; 31 (1) :1-13
URL: http://rjms.iums.ac.ir/article-1-7906-en.html
URL: http://rjms.iums.ac.ir/article-1-7906-en.html
Department of Psychology and Counselling, Farhangian University, Tehran, Iran , maryam.chorami@cfu.ac.ir
Abstract: (304 Views)
Background & Aims: In the last two decades, organizational psychologists have found that paying attention to positive psychotherapy and, by nature, paying attention to positive psychological constructs such as happiness and the use of mental capacities can be effective in improving psychological well-being. Also, paying special attention to increasing happiness in the work environment and having healthy mental health, as well as using potential and actual capacities, can greatly improve the psychological well-being of employees. Libomirski's happiness model and Dweck's mindset change model have the necessary power to improve psychological well-being according to their structure and content. In previous studies, it has been determined that Libomirski's happiness model has increased resilience, quality of life, optimism, hope, job enthusiasm and also increased positive emotions. Dweck's mentality change model also uses Bandura's social-cognitive learning theory to consider the study of motivation and believes that each human interacts with the world in different ways and based on that, the events and events of the physical environment and they give meaning to the society around them. The present study was conducted with the aim of comparing the effectiveness of Libomirski's happiness training and Dweik's mindset change training on the psychological well-being of the employees of Chaharmahal and Bakhtiari Gas Company.
Methods: The research was a semi-experimental type with a post-test, post-test and follow-up design with a control group. The statistical population of the research included the direct contract employees of Chaharmahal and Bakhtiari Gas Company in 2019, who were randomly selected into three experimental and control groups (17 people in each group) based on available sampling were replaced and completed the psychological well-being questionnaire (Reif, 1989). Also, experimental group (1) was given eath 90-minute sessions of Libomirski's happiness training and experimental group (2) was given eath 90-minute sessions of Dewick's mindset change training. Research data was analyzed using SPSS version 24 software.
Results: The results of analysis of variance with repeated measurements and Bonferroni's post hoc test showed that Libomirski's happiness method and Deweyk's mindset change training had a proportional effect on increasing the average psychological well-being scores of the experimental group's employees (P ≥ 0.001).
Conclusion: It seems that due to the psychological problems of the work environment as well as the ability to use the mental and psychological capacities of employees, it is necessary for organizations to give more value and importance to this category. The results of the research showed that the happiness training, based on positive thinking methods and the provision of support programs that are able to strengthen adaptive abilities and resilience, self-efficacy, acceptance and hope in employees, was able to improve the psychological well-being of employees. In fact, Libomirsky's happiness training method, using cognitive, emotional and behavioral processes and contents, as well as positive psychology, helped not only employees to be happier than before, but also to make them more aware of their own thoughts, feelings and reactions, and thus the field They provide acceptance of their own and others' feelings and can easily deal with issues and colleagues and other members of the organization and find better conditions in their work environment. Also, Dweik's mindset change training method, emphasizing the social-cognitive aspects of life and the work environment, taught the employees that fixed and specific mindsets are among the factors that lead to growth and learning and thus personal growth and autonomy and ultimately well-being. They face psychological problems. Therefore, he taught the employees to provide the foundations for personal growth, autonomy, mastery of the environment, and purposefulness in life by changing their mentality, thus improving the psychological well-being of the employees of the gas company. In sum, it was concluded that the two methods of Libomirski's happiness training and Dweck's mindset change training, with two effect mechanisms that seem different, were able to improve the psychological well-being of gas company employees, and thus as two necessary and useful training methods available to managers and employees of the gas company.
Type of Study: Research |
Subject:
Clinical Psychiatry
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