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JD-R Model Of Positive Management

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cases. But also, the sample indicated rather low feelings of belonging to the organization. As previously said, they work in a selfish context, and that circumstances do not benefit positive feelings towards the organization. In addition, our sample indicated different cases with a lack of energy in their work. As Table 2 shows, HAW dimensions present low levels, which confirms that allergists are not explicitly happy. JD-R Theory states that job demands reduce positive attitudes and job resources promote them. Job demands are not only related to workload, but also with harmful environments with a lack of training possibilities (Chivato Pérez et al., 2011).
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Even human resource departments have been training employees to smile or behave positively. However, as Ehrenreich (2009) highlights, the pursuit of happiness might not always be wise and healthy. If positive attitudes are understood as an obligation, they will become false and unnatural. Ehrenreich (2009) stated that positive attitudes are more and more of an obligation, and we consider that these circumstances should be born in mind, because it changes the essence of HAW. Our model aims to promote a spontaneous emergence of positivity as a result of specific working. Reflection needs to be carried out on positive management research, where positivity is promoted rather than enforced. Like love, happiness cannot be imposed, because this imposition leads to negative consequences that jeopardise the humanization of work relationships. Warren (2010) make different points to critique diverse HAW schemes (workplace fun, use of humor, engagement, wellness...), and she wonders who really benefits from this. She affirms that only organizations highly gain from happy workers. Nevertheless, we evidenced that promoting professional development opportunities, through a learning context, fosters HAW, which has myriad benefits to both organizations and workers. Professional development improves employability for workers, which is particularly valuable even if they find themselves "surplus to requirements", as Warren critiques (Warren, 2010, p. 320). Warren (2010) also wonders how we can feel passionate at work and staying for long hours working, if this implies a poor work-life balance. The fact is that previous literature has widely examined the concept of workaholism. Workaholism emerges when when the job demands at work are high (Kanai and Wakabayashi, 2001; Schaufeli et al., 2008), and there is a lack of job resources. Our research proposes that HAW

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