According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indicated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.

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Positive psychological capital: measurement and relationship with performance and satisfaction

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Emerging Positive Organizational Behavior

Summary Although the value of a supportive organizational climate has been recognized over the years, there is a need for better understanding of its relationship with employee outcomes. This study investigates whether the recently emerging core construct of positive psychological capital (consistingofhope,resilience,optimism,andefficacy)playsaroleinmediatingtheeffectsofa supportive organizational climate with employee outcomes. Utilizing three diverse samples, results show that employees’ psychological capital is positively related to their performance, satisfaction, and commitment and a supportive climate is related to employees’ satisfaction and commitment. The study’s major hypothesis that employees’ psychological capital mediates the relationship between supportive climate and their performance was also supported. The implications of these findings conclude the article. Copyright # 2008 John Wiley & Sons, Ltd.

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The mediating role of psychological capital in the supportive organizational climate—employee performance relationship

Psychological capital with components of hope, self-efficacy, optimism, and resiliency has recently emerged as a core construct in taking positive psychology to the workplace. A distinguishing feat...

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Experimental Analysis of a Web-Based Training Intervention to Develop Positive Psychological Capital

Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given ...

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Potential Added Value of Psychological Capital in Predicting Work Attitudes

This article details the findings from an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations. The paper identifies six differentiating MAPs based on the analysis of results from the iWAM survey and in-depth interviews with Baldrige Award recipient CEOs. Using quantitative and qualitative analysis methods, the authors found that CEOs from Baldrige Award recipient companies have six identifiable differences when it comes to motivation and attitudes associated with their role of transforming organizations to achieve performance excellence including: need to drive continuous evolution, high focus on systems, low need for sole responsibility, high focus on learning from the past, high focus on information, and low tolerance for actions that are inconsistent with the values of the organization. These six patterns are consistent with the Baldrige Criteria for Performance Excellence. Implications of these findings also serve as a facilitator for the development of leaders of performance excellence, as well as future research directions.

CEO Attitudes and Motivations: Are They Different for High Performing Organizations?

This article details the findings from an exploratory, mixed-method, multiple case study on the motivational and attitudinal patterns (MAPs) of CEOs who have led successful organization transformations.

Milan D. Larson

Papers

Potential Added Value of Psychological Capital in Predicting Work Attitudes

CEO Attitudes and Motivations: Are They Different for High Performing Organizations?

CEO attitudes and motivations: Are they different for high-performing organizations?