For too long, organizational science has implicitly or explicitly endorsed job performance as the ultimate criterion (or the bottom line for organizational performance). We propose that a broader vision of well-being – or optimal functioning – should be the ultimate criterion. This conceptualization does not preclude performance but rather encompasses performance while including many other important aspects excluded from a narrow and limiting performance perspective. We present and build on historical and current perspectives that point toward the centrality of well-being (e.g., Psychology of Working, Critical Studies, Humanitarian Work Psychology, Occupational Health Psychology, and Positive Organizational Scholarship). The complexification of the ultimate criterion for well-being includes multiple perspectives, domains, and levels that have synergies and tensions. We believe this complexity adds increased rigor and realism that advances both our science and practice. A focus on well-being is also aligned with the broader field of psychology and societal concerns
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