The Social Psychology of Organizations.

Social Psychology of Organizations

Cornell hotel and restaurant administration quarterly

https://digitalcommons.wayne.edu/cgi/viewcontent.cgi?article=1259&context=csr

Good Days, Bad Days: The Self in Chronic Illness and Time

Harvard Business Review : 抄録雑誌の概要

Purpose




The purpose of this paper is to examine the mediating role of work engagement (WE) between psychological capital (PsyCap) and the two facets of organizational citizenship behavior (OCB) which involves both individual and organization. It also examines the moderating role of perceived organizational support (POS) between PsyCap and WE, and WE and the two facets of OCB.




Design/methodology/approach




A total of 293 responses gathered from employees working in diverse service sector industries in India were assessed using structural equation modeling.




Findings




Overall, the results support the mediating role of WE in the PsyCap-OCB relationship, and the moderation of POS between WE and the two facets of OCB.




Research limitations/implications




This study helps in understanding how WE-OCB relationship can be negatively affected in the presence of high POS.




Practical implications




The results encourage organizations to establish systems for enhancing the engagement levels of their employees, which according to this study may be achieved by creating and maintaining vibrant work environment.




Originality/value




This study helps in understanding the role of POS among PsyCap, WE, \and the two factors of OCB.

Impact of psychological capital on organizational citizenship behavior: Mediation by work engagement

Contrary to the theory and research on employee engagement in the western countries, less consideration has been given to the importance of employee engagement in Asian countries wherein its need is felt more. As more and more companies in Asia realize the importance of a productive workforce, this research examines the mediating role of employee engagement in the relationships of corporate social responsibility (CSR), employee–company identification (E–C) and organizational commitment (OC). Structural analysis of 290 online responses of employees working for various Indian and foreign information technology enabled services (ITES) companies in India, confirms the presence of partial mediation by employee engagement in between its antecedents (CSR and E–C) and its consequence (OC). The proposed model was found to be a good fit. The study provides empirical support to the argument that CSR and E–C are distant antecedents of OC. The results may encourage managers of ITES companies to consider CSR as an investment rather than an expense.

Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement

With increased number of employment opportunities in India, employers are increasingly finding it difficult to control employee turnover. Nonetheless, positive psychologists argue that one of the ways to face this challenge is by understanding the positive factors such as, work engagement and personal resources that negatively affect employees’ turnover intention. Therefore, the objective of this study is to examine the moderating role of psychological capital in the work engagement – employee turnover intention relationship. Hierarchical regression was used to analyze a sample of 228 employees working in diverse industries. The findings indicate that psychological capital moderates the relationship between work engagement and intention to turnover. The findings augment the theory of self and role by identifying moderating role of personal resources in strengthening the negative relationship between work engagement and turnover intention. Managers may take steps to enhance the employee­co­worker and employee­supervisor relationship either by promoting team related activities or by enabling their employees to work inde­ pendently. Also, in order to save the cost of hiring a new candidate and losing an experienced employee, managers may create mechanisms for measuring work engagement of at least their key employees or a regular basis. This paper fulfils an identified need to study how psychological capital plays a key role in affecting the work engagement–employee turnover intention rela­ tionship in Indian context.

Impact of work engagement on turnover intention: Moderation by psychological capital in India

Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement

Purpose – The purpose of this paper is to examine the mediating role of trust in the relationship of justice and employee engagement (EE) in Indian B-schools. Design/methodology/approach – Multiple regression was carried out on the responses obtained from 320 academics working in different Indian B-schools. Findings – The results showed that vertical trust (VT) partially mediates the procedural justice (PJ) and the EE relationship. Distributive justice, PJ, VT and EE were found to be significantly correlated with each other. Research limitations/implications – A very important implication from the findings is that the research will help the Indian B-schools engage their employees in a better manner and face the challenging environment. Future research can be carried out on finding the mediating effects of leader member exchange on VT-EE relationships with other levels of higher education. Originality/value – The current study empirically proved that a good level of PJ leads to a high level of VT and which...

Manish Gupta

Papers

Impact of psychological capital on organizational citizenship behavior: Mediation by work engagement

Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement

Impact of work engagement on turnover intention: Moderation by psychological capital in India

Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement

Justice and employee engagement