The mediating role of psychological capital in the supportive organizational climate—employee performance relationship
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Citations
Cost of Serving Others: A Moderated Mediation Model of OCB, Ego Depletion, and Service Sabotage
The intermediate effect of psychological capital between culture and performance
Resources linked to work engagement: the role of high performance work practices, employees’ mindfulness, and self-concept clarity
Role of Wellbeing Oriented HRM Practices towards the Employee Performance: Mediating Role of Employee Resilience and Social Climate
References
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
Cutoff criteria for fit indexes in covariance structure analysis : Conventional criteria versus new alternatives
Common method biases in behavioral research: a critical review of the literature and recommended remedies.
Self-Efficacy: The Exercise of Control
SPSS and SAS procedures for estimating indirect effects in simple mediation models.
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Frequently Asked Questions (2)
Q2. What are the future works in "The mediating role of psychological capital in the supportive organizational climate–employee performance relationship" ?
First, this study provides further evidence of the important role that PsyCap may play in positively impacting the performance and work attitudes of employees and potentially may contribute to an organization ’ s competitive advantage. This study would suggest that it may be important to recognize that the level of an employees ’ psychological capital may also play a role in leveraging what a positive or supportive organizational climate can contribute to performance. In conclusion, the results of this study not only suggest the seeming value of employees ’ psychological capital at all levels within organizations, but also the benefits that may result from organizations providing positive, supportive climates. Since psychological capital is “ state-like ” and there is at least preliminary evidence that it can be developed ( e. g., Luthans et al., 2006, in press ), investing in and developing employees ’ psychological capital may be an example of the new thinking and new approaches that are needed for the “ flat world ” environment facing today ’ s organizations and their leaders.