Sejahtera Milik Kita

87  Meanwhile, recovery or resilience indicates the state of returning to the baseline of the previous state of psychosocial functioning before encountering an aversive experience (O'Leary & Bhaju, 2006). The return can be rapid or gradual (Carver, 1998). However, resilience does not reflect any development and only occurs following adversity or stressors (Carver, 1998; Brown et al., 2017).  Thriving , as discussed previously, implies the ability to grow beyond the previous level of psychosocial functioning (O'Leary & Bhaju, 2006). Thriving employees embrace a working style that generates resources instead of depleting them. They take the initiative to develop their careers by experimenting with new ideas, exhibiting innovative work behavior, and generating creative ideas to propel their learning, which leads to reduced burnout and improved overall health (Spreitzer & Porath, 2014). O'Leary and Ickovics (1995) postulate that the majority of employees experiencing significant stressors will either experience decreased functioning or revert to their usual state. Moreover, many employees have encountered various workplace stressors such as handling excessive workloads within limited time, unclear instructions on task completion, and conflicting expectations from supervisors or colleagues. However, some employees manage to adjust and even develop psychologically despite facing challenging circumstances. To flourish amidst such demanding work conditions, employees need to recognize the challenges they are confronted with and approach them with a suitable mindset (Britt & Jex, 2015). A positive mindset will guide individual employees to select an appropriate response for personal benefit (Younas, 2017). When employees perceive a challenge as overwhelming and intolerable, they experience greater impairment in their performance and well-being (Deiter et al., 2000). The following discussion offers suggestions to develop thriving in the workplace.