For more than two decades, we have been observing extraordinary academic and corporate curiosity for developing sustainable organizations. Sustainable organizations means, organizations that have the capability to endure, be creative and efficient over time. These sustainable organizations aim at simultaneously satisfying the triple bottom line of economic, environmental and human performance. Scholars have emphasized on better understanding of human dimensions of sustainability for competitive advantages. To be successful in today‟s competitive and fast-paced complex environment, organizations need knowledge, skills, ideas, energy and creativity of employees at every level to grow as well as survive. Both practitioners and academicians understand that sustainability of an organization is inextricably linked with the human energy and thriving at work. Thriving is one of the most recent to receive attention in positive organizational scholarship and behavior movement. Thriving has become a well-known construct to both scholars and practitioners because it is related to many positive outcomes at workplace. However, the term and the construct of thriving is still in the development process. It has been defined in many ways in different field of studies and items and dimensions comprising different existing measures appear to be very different in content. Moreover, so far only the cognitive and affective dimensions of thriving have been explored; whereas, as per psychological sciences, each cognitive or affective element inevitably reflects or manifests itself in some form of behavior. Our conception of thriving is multidimensional, corresponding to the three dimensions: cognitive, affective and behavioral and bearing close similarity to the conceptualization of O''Leary and Ickovics, (1994), who defined thriving as “a dynamic process of adaptation, influenced by numerous individual and social factors; it emerges and changes over the life course and may be identified in behavioral, cognitive, or affective domains”. The overarching objective of the series of studies in present research was to help clarify and modify the multifaceted thriving scale by adding a third dimension to the construct of thriving, i.e. the behavorial dimension. This effort contributes to positive organizational scholarship as it allowed scale modification and development; and, scale development is a cornerstone for research in any field of study. To achieve our objectives, we first used recent literature across different disciplines to find out how thriving was being pursued; side by side, we have conducted 14 in-depth interviews to explore and access thriving and its dimensionality i.e. multifacetedness of thriving. The combined initial effort allowed us to identify and validate multifaceted construct of thriving, its dimensions and items. Subsequently, several studies have been conducted with independent samples from wide variety of industries and occupations to validate the items and factor structure of multifaceted thriving scale. We have conducted Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Convergent and Discriminant Validity and Predicted Validity of Multifaceted Thriving Scale (MTS) with the help of three survey based studies through SPSS and AMOS. Each study provides additional validity of multifaceted thriving scale. Correlation and regression analysis were also conducted to see the incremental validity. The predominant philosophical approach that guided this study has been pragmatic, which enabled the exploration and validation through mixed method using qualitative and quantitative analytical techniques In the scale development process, at first, 54 items were generated from our extensive review of the literature and with the help of in-depth and insightful interviews at stage 1. Thereafter, content validation by a panel of 5 experts, followed by an exploratory factor analysis at stage 3, confirmatory factor analysis at stage 4, convergent and discriminant validity at stage 5, each was done on an independent sample, resulted in 23 items ascertaining and determining the three dimensions of multifaceted thriving scale (i.e. cognitive, affective and behavioral). The developed measure was internally consistent and was differentially related with other resembling constructs. Finally, at stage 6 study was conducted on an independent sample of professionals which supported the predictive validity of our multifaceted thriving scale. The study discusses the results and draws several insights to boost employees‟ thriving for positive behavioral outcomes, particularly at workplace, hence, the study provides implications for theory and practice. Limitations and future directions were discussed.