Organizations have initiated intervening strategies for providing prime quality work life to enhance wellbeing of employees at the workplace, attain higher productivity, improve performance, and increase retention of potential employees. However, currently, in organizational behavior, very few researches have been initiated which delineate psychological wellbeing of employees from the perspective of happiness (Bohem and Lyubomirsky, 2008). Earlier, wellbeing was correlated to work performance and quality of work life. It was assumed that the greater the wellbeing at workplace, the greater the performance, productivity and commitment of employees.

In the present scenario, the term ‘wellbeing’has been defined from varied perspectives and it is now widely accepted that to measure the success of an organization, the wellbeing of employees must be considered in terms of ‘happiness’(or eudaimonia)(Aristotle, 1947; and Deci and Ryan, 2008).‘Eudaimonia’indicates the highest of all goods achievable by human actions and the feelings accompanying behavior in the direction of, and consistent with, one’s true potential. It also indicates whether and to what extent an individual is dealing with the existential challenges of life, focusing on self-realization and whether the person is fully functioning, leading to satisfaction in all aspects of life (Ryff, 1989).