In recent years, with the emergence of Positive Psychology, some issues such as well-being and quality of life have also received increasing attention within the organizational context. The basic idea is that a healthy work situation does not develop only due to the absence of negative factors, but can be achieved by promoting positive characteristics. In an attempt to include both positive and negative indicators of organizational well-being, the Job Demands-Resources (JD-R) model has been proposed and developed. Starting from a critical reflection on how the literature has changed the focus from the risk prevention to the well-being promotion, this paper aims to provide an overview of the main theoretical assumptions of the JD-R model, the latest developments, and the practical implications for intervention within the organization.
Keywords: Organizational well-being, Positive Psychology, Job-Demands-Resources model, Interventions.