Showing papers on "Positive psychological capital published in 2013"
TL;DR: This article investigated the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm's global leaders' level of positive psychological capital (PsyCap) contagion effect on their followers located around the world.
Abstract: A key assumption of effective international human resource management (IHRM) is that global leaders influence and serve as role models for their followers, regardless of the inherent distance (physical and frequency of interaction) between them in today's global context or the quality of the relationship. Although considerable attention has been devoted to cultural differences between global leaders and their diverse followers and teams, this study investigates the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm's global leaders' level of positive psychological capital (PsyCap) contagion effect on their followers located around the world. The results indicated such contagion at a distance existed, but the quality of the relationship did mediate this effect. Moreover, the potential undesirable effects of distance seemed to be buffered by the global leaders' PsyCap. The potential limitations, needed future research and practical implications for IHRM ...
101 citations
TL;DR: Perceived organizational support and psychological capital could be positive resources for combating depressive symptoms in Chinese male COs and should be included in depression preventions and treatments targeting Chinesemale COs.
Abstract: Although correctional officers (COs) clearly suffer from depression, positive resources for combating depression have been rarely studied in this population. The purpose of the study was to examine the associations of perceived organizational support (POS) and psychological capital (PsyCap) with depressive symptoms among Chinese COs. A cross-sectional survey was conducted in a province of northeast China during March–April 2011. A self-administered questionnaire was distributed to 1900 male COs from four male prisons. Depressive symptoms, POS, and PsyCap (self efficacy, hope, resilience, and optimism) were measured anonymously. A total of 1428 effective respondents with 953 frontline COs (FL-COs) and 475 non-frontline COs (NFL-COs) became our final sample. Hierarchical linear regression was performed to explore the factors associated with depressive symptoms. Asymptotic and resampling strategies were used to examine the mediating roles of PsyCap and its four components. The level of depressive symptoms of FL-COs was significantly higher than that of NFL-COs (t = 2.28, p = 0.023). There were significant negative associations of POS, PsyCap, hope, resilience, and optimism with depressive symptoms among FL-COs. In NFL-COs, POS, PsyCap, and optimism were negatively associated with depressive symptoms. POS was positively associated with PsyCap and its four components among both FL-COs and NFL-COs. For FL-COs, PsyCap (a*b = −0.143, BCa 95% CI: –0.186, –0.103, p < 0.05), resilience (a*b = −0.052, BCa 95% CI: –0.090, –0.017, p < 0.05), and optimism (a*b = −0.053, BCa 95% CI: –0.090, –0.016, p < 0.05) significantly mediated the association between POS and depressive symptoms. For NFL-COs, PsyCap (a*b = −0.126, BCa 95% CI: –0.186, –0.065, p < 0.05) and optimism (a*b = −0.066, BCa 95% CI: –0.116, –0.008, p < 0.05) significantly mediated the association. Perceived organizational support and psychological capital could be positive resources for combating depressive symptoms in Chinese male COs. Psychological capital and its components (resilience and optimism) partially mediate the association between perceived organizational support and depressive symptoms. Therefore, organizational support and psychological capital investment (especially resilience and optimism) should be included in depression preventions and treatments targeting Chinese male COs.
96 citations
Journal Article•
TL;DR: In this article, the authors examined the role of resistance to change as a moderator of the predictive relationship between positive psychological capital (PsyCap) and organisational citizenship behavior (OCB), in which OCB served as an index for measuring positive organisational change.
Abstract: Orientation: Research in positive organisational behaviour shows that positive psychological capital (PsyCap) is a construct that enables self-efficacy, optimism, hope and resilience to succeed in the workplace and that employee resistance to change is a key barrier to organisational change.
Research purpose: This study examined the possible role of resistance to change as a moderator of the predictive relationship between PsyCap and organisational citizenship behaviour (OCB), in which OCB served as an index for measuring positive organisational change.
Motivation for the study: Little empirical research has investigated the application of positive organisational behaviour to government organisations undergoing organisational change. Organisations can use the study results to increase positive outcomes and reduce resistance in government organisations experiencing a holistic change intervention.
Research design, approach and method: The data comprised a cross-sectional survey of 97 employees from a government organisation that provides life-cycle career management support. Employees completed the 24-item psychological capital questionnaire, the 16-item organisational citizenship behaviour scale and the 17-item resistance to change scale. Data analyses used a mixed methods approach to merge quantitative inferential statistics with qualitative thematic analysis.
Main findings: The quantitative analysis yielded high levels of resistance to change that moderated the positive effect of PsyCap on organisational citizenship behaviour. The thematic analysis revealed that affective, behavioural and cognitive forms of resistance to change were prevalent.
Practical/managerial implications: Organisational leaders should seek to reduce resistance and increase the resources that organisations need to effect positive organisational change.
Contribution/value-add: This study adds to the growing body of knowledge about positive organisational behaviour in government organisations.
60 citations
TL;DR: In this paper, the authors examined the possible role of resistance to change as a moderator of the predictive relationship between positive psychological capital (PsyCap) and organisational citizenship behaviour (OCB), in which OCB served as an index for measuring positive organisational change.
Abstract: Orientation: Research in positive organisational behaviour shows that positive psychological capital (PsyCap) is a construct that enables self-efficacy, optimism, hope and resilience to succeed in the workplace and that employee resistance to change is a key barrier to organisational change. Research purpose: This study examined the possible role of resistance to change as a moderator of the predictive relationship between PsyCap and organisational citizenship behaviour (OCB), in which OCB served as an index for measuring positive organisational change. Motivation for the study: Little empirical research has investigated the application of positive organisational behaviour to government organisations undergoing organisational change. Organisations can use the study results to increase positive outcomes and reduce resistance in government organisations experiencing a holistic change intervention. Research design, approach and method: The data comprised a cross-sectional survey of 97 employees from a government organisation that provides life-cycle career management support. Employees completed the 24-item psychological capital questionnaire, the 16-item organisational citizenship behaviour scale and the 17-item resistance to change scale. Data analyses used a mixed methods approach to merge quantitative inferential statistics with qualitative thematic analysis. Main findings: The quantitative analysis yielded high levels of resistance to change that moderated the positive effect of PsyCap on organisational citizenship behaviour. The thematic analysis revealed that affective, behavioural and cognitive forms of resistance to change were prevalent. Practical/managerial implications: Organisational leaders should seek to reduce resistance and increase the resources that organisations need to effect positive organisational change. Contribution/value-add: This study adds to the growing body of knowledge about positive organisational behaviour in government organisations.
50 citations
Journal Article•
TL;DR: In this paper, the authors provide an overview of the concept of innovation and its relationships with the concepts of human and (positive) psychological capital, and show the role that human and psychological capital can play in organizational innovation and concludes by reviewing the latest list of competences that research has identified as necessary in open innovation teams.
Abstract: The article by Geoff Mulgan (2007) entitled “Ready or not? Taking innovation in the public sector seriously” points out how it is difficult for public organizations to innovate. It also states that innovation in the public sector is more likely to happen if people with their ideas, skills and competences are taken into due account. Starting from these considerations, the paper provides an overview of the concept of innovation and its relationships with the concepts of human and (positive) psychological capital. Through literature related to business, management and applied and organizational psychology, the article starts by defining closed and open innovation, goes on to show the role that human and psychological capital can play in organizational innovation and concludes by reviewing the latest list of competences that research has identified as necessary in open innovation teams. This review will be useful to researchers and practitioners in their respective activities, including the public sector.
38 citations
TL;DR: This article applied hierarchical regression analysis to positive psychological capital to identify relationships among perceived supervisor support, positive psychological Capital constructs, and job performance in Taiwan's life insurance industry, and found that positive psychology capital mediates the relationship between perceived supervisors support and perceived job performance.
Abstract: In this study I applied hierarchical regression analysis to positive psychological capital. Emphasis was placed on identifying relationships among perceived supervisor support, positive psychological capital constructs, and job performance in Taiwan’s life insurance industry. Hierarchical regression results indicate that positive psychological capital mediates the relationship between perceived supervisor support and job performance.
26 citations
TL;DR: It is necessary to develop active human resource management and educational programs to decrease burnout and strengthen the Positive Psychological Capital of the nurses.
Abstract: Purpose: The purpose of this study was to analyze factors affecting burnout among clinical nurses according to Positive Psychological Capital. Methods: The study design was a descriptive survey and questionnaires were collected from 412 clinical nurses who worked in a general hospital in “J” city. Data were analyzed using frequency, percentage, mean, standard deviation, independent t-test, One-way ANOVA, Scheffe test, Pearson Correlation, and hierarchical multiple regression. Results: In Model individual characteristics accounted for 27.8% of the influence on burnout. In model II with the addition of the 4 factors; Self-efficacy, Hope, Resilience, Optimism, individual characteristics accounted for 48.5% of the influence on burnout. Optimism and Resilience of the Positive Psychological Capital sub-variables were statistically useful as factors influencing burnout. Conclusion: The results indicate that it is necessary to develop active human resource management and educational programs to decrease burnout and strengthen the Positive Psychological Capital of the nurses.
26 citations
01 Jan 2013
TL;DR: In this paper, the role of authentic leadership and positive psychological capital as critical mechanisms for managing employment uncertainty in adverse labor market conditions was investigated, and the authors concluded that positive psychology is critical for managing uncertainty.
Abstract: This study investigates the role of authentic leadership and positive psychological capital as critical mechanisms for managing employment uncertainty in adverse labor market conditions. The theore...
17 citations
Journal Article•
TL;DR: In this paper, the authors analyzed current research trends on job satisfaction, organizational commitment and positive psychological capital, and presented some results of the study on the mentioned constructs that were surveyed in various Lithuanian organizations.
Abstract: The article analyses current research trends on job satisfaction, organizational commitment and positive psychological capital. It also presents some results of the study on the mentioned constructs that were surveyed in various Lithuanian organizations (n=92). The subjects of the study were 44 (47,83 %) men and 48 (52.17 %) women. The methodology used in this survey: to assess personal job satisfaction (Job Satisfaction Survey, Spector, 1985), organizational commitment (Organizational Commitment Questionnaire, Mowday et al., 2000) and positive psychological capital (Psychological Capital Questionnaire, Luthans et al., 2007). It was found that job satisfaction, organizational commitment and positive psychological capital are related constructs. The study also showed statistically significant differences between these constructs and some socio – demographic characteristics. The data of this study revealed that salary is still one of the major motivational factors in Lithuania. The article also discusses what additional studies are essential for further development of research base on organizational and management effectiveness.
10 citations
Posted Content•
TL;DR: In this paper, a multi-level causal framework linking high-performance work practices (HPWP), positive psychological capital, employee creative performance behaviors and creative performance is presented to explore these linkages.
Abstract: Synthesizing the ideas of high-performance Human Resource Management (HRM), positive psychological capital, and componential theory of creativity, the present study develops a multi-level causal framework linking high-performance work practices (HPWP), positive psychological capital, employee creative performance behaviors and creative performance. The paper argues that to provide a convincing explanation of the association between HRM practices and creativity, we need to improve our theoretical understanding in three key areas. These are the nature of HRM, and especially the rationale for the specific lists of HR practices; the linkage between HRM practices and employee creativity; and the ‘black-box’ linking HRM practices and employee creativity. A model is presented to explore these linkages. The existing literatures on HRM, Creativity and PsyCap are reviewed and directions for future research are provided.
9 citations
01 Jun 2013
TL;DR: In this article, the authors analyzed and synthesized the empirical literature on positive psychological capital (PsyCap) published between January 2000 and January 2010, in order to identify the correlates of PsyCap at the individual, group and organizational level; the variable status ofPsyCap in relation to other variables, and the instruments used to measure PsyCap.
Abstract: This paper aimed to analyze and synthesize the empirical literature on positive psychological capital (PsyCap) published between January 2000 and January 2010, in order to identify': the correlates of PsyCap at the individual, group and organizational level; the variable status of PsyCap in relation to other variables, and the instruments used to measure PsyCap. The selected studies were analyzed using quantitative content analysis. The results are presented for each level of analysis: individual, group and organizational. It. was found that, most of the studies investigated PsyCap at the individual level (12 studies providing 16 independent samples; 88.89%), while only 11.11% (2 studies providing 2 independent samples) examined this concept at the group level. None of the selected studies investigated PsyCap at the organizational level. Although PsyCap was researched as a predictor for a wide range of work-related outcomes such as performance, behavioral, attitudinal, intentional, affective and health-related outcomes, the most studied outcome at the individual and group level of analysis was performance, mainly job performance. Furthermore, all the studies included subjective measures of PsyCap. Based on these findings several implications and future research were presented.KEYWORDS: positive psychological capital, correlates, positive organizational behavior, synthesisIn an unpredictable context, one strategy that an organization can use for an efficient organizational change management consists in the maximization of its" human resources" potential (Cascio & Cappelli, 2009; Ferguson & Reio, Jr., 2010; Luthans & Youssef, 2004). The introduction of human resources in the equation of organizational performance and competitive advantage offers a new perspective on what the organizational capital is. Compared to traditional physical, structural and financial resources, employees as human resources are not easily replicated by an organization's existing competitors (Luthans, Luthans, & Luthans, 2004; Toor & Ofori, 2010). Thus, employees constitute a valuable form of capital for their organizations (Bakker & Schaufeli, 2008; Barney, 1991, 1995; Barney & Wright, 1997). Although human and social capital are widely recognized and studied, psychological capital received less attention (Larson & Luthans, 2006). It refers to "who you are" and "what you can become in terms of positive development' (Avolio & Luthans, 2006). This form of capital is distinct from human, social and financial capital that reflect "what you know" in terms of knowledge, skills, abilities and experience (Avey, Luthans, & Jensen, 2009), "who you know", and respectively "what you have" (Luthans, Norman, Avolio, & Avey, 2008).Initially, the concept of psychological capital was used in the economic literature by Goldsmith, Veum, and Darity (1997, p. 821) to describe "personal attributes that may affect productivity". It was conceptualized more in terms of self- esteem: "Many of the features of a person's psychological capital are reflected in a person's self-view or sense of self-esteem" (Goldsmith, Darity, & Veum, 1998, p. 15). Studies within this perspective investigated it in relation to productivity and the financial wages (Goldsmith, Darity, & Veum, 1997; Kossek, Huber, & Lerner, 2003). But, in the last decade, the concept of psychological capital started to be intensively studied in the field of positive psychology, mainly in the positive organizational behavior approach (POB) but with a different conceptualization (Luthans, 2002a, b).To distinguish between the POB and other scientific positive approaches and common sense descriptors, the promoters of POB field proposed four criteria that must be met by a concept to be included in this approach (Larson & Luthans, 2006; Luthans, 2007; Luthans, Youssef, & Avolio, 2007; Youssef & Luthans, 2007):(a) to be based on a solid theory and research, and on valid measurements - to distinguish POB from the common sense literature)(b) to have a relative uniqueness in the organizational behavior field - to distinguish POB from the other concepts of organizational behavior literature, such as core self-evaluation (Judge & Bono, 2001)(c) to be a state-like resource open to development and change - to distinguish POB from the positive organizational scholarship (Cameron & Caza, 2004)(d) to have a positive impact on work performance (Luthans, 2002a, b). …
01 Jan 2013
TL;DR: In this article, the authors investigate whether positive psychological capital can explain the growth intentions of entrepreneurs and propose a method to measure positive psychology capital in order to predict the future of entrepreneurs.
Abstract: The purpose of this study is to investigate whether positive psychological capital can explain the growth intentions of entrepreneurs. In this analysis, positive psychological capital is measured u...
TL;DR: In this paper, the authors examined the effects of positive psychological capital, learning goal orientation, and articulating a vision on affective commitment to organizational change and the moderating effects of benefits of change and organizational cynicism on the relationships between these three variables and commitment of organizational change.
Abstract: The purpose of this study was to examine the effects of positive psychological capital, learning goal orientation, and articulating a vision on affective commitment to organizational change. and the moderating effects of benefits of change and organizational cynicism on the relationships between these three variables and commitment of organizational change. Data were collected form 320 employees that have undergone organizational change during recent 1 year. After elimination of inadequate data, 297 data were obtained for statistical analysis. The results of hierarchial regression analyses showed that positive psychological capital and learning goal orientation positively predicted commitment to organizational change. Contrary to hypothesis, however, articulating a vision was negatively related to commitment to organizational change. Also the results of hierarchical regression analyses showed that benefits of change and organization cynicism moderated the relationship between positive psychological capital and affective organizational change commitment. Relationships between leaning goal orientation and affective organizational change commitment are moderated by benefits of change and organizational cynism. Contrary to hypotheses, however, when benefits of change is low and organizational cynicism is high, the relationships were stronger. Finally, implications and limitations of this study and the directions for future research were discussed on the basis of the results.
TL;DR: In this paper, the effect of job overload on job burnout through a mediating variable of positive psychological capital was examined, and the moderating effect of social support as an environmental variable and personality(emotional stability and extraversion) as a personal variable was examined.
Abstract: The first purpose of this study was to examine the effect of job overload on job burnout through a mediating variable of positive psychological capital. And the second purpose was to examine the moderating effect of social support as an environmental variable and personality(emotional stability and extraversion) as a personal variable on the relationship between job overload and positive psychological capital. Data were gathered from 312 employees who were working in various organizations in Korea. As results, job overload had negative relationship with positive psychological capital and positive relationship with job burnout. Positive psychological capital had mediation effect on the relationship between job overload and job burnout. And social support had moderating effect on the relationship job overload and positive psychological capital because the relationship was less negative when social support was high than low. Also the extraversion had moderating effect on the relationship job overload and positive psychological capital because the relationship was less negative when extraversion was high than low. Finally the implications for research and practice, limitations, and future research tasks were discussed.
Journal Article•
01 Jan 2013
TL;DR: In this paper, the antecedents and consequences of service climate in G2B e-government service providers are explored, and the authors highlight the positive psychology and some special factors like IT-based management as predictors of the service climate and provide managerial insight on how to improve service quality.
Abstract: This study explores the antecedents and consequences of service climate in G2B e-government service providers. We employed a case study method in this exploratory research with the objectives to identify key influential factors of service climate from both organizational factors and psychological factors and its impact on service quality. Interviews with frontline service employees and their managers revealed ten factors from organization such as training, and confirmed the impact of positive psychological capital. Our findings highlight the positive psychology and some special factors like IT-based management as predictors of service climate and provide a new managerial insight on how to improve service quality. At last, limitations and suggestions for future research directions are discussed.
01 Jan 2013
Journal Article•
TL;DR: Psychological capital plays a positive regulative role in the relationship between life stress and mental health of college graduates with rural registered residence.
Abstract: Objective: To explore the regulative effect of psychological capital on life stress and mental health and provide an empirical basis for prevention and early intervention for college graduates with rural registered residence.Methods: 706 college graduates with rural registered residence from Hebei Province were randomly selected,with the LES(Life Event Scale),PCQ(Psychological Capital Questionnaire) and SCL-90(Symptom Checklist 90) completed.Results: The scores of college graduates' mental health had a positive correlation with that of life stress(Beta=1.192,t=5.626,P0.001) and no significant correlation with that of psychological capital(Beta=-0.104,t=-1.092,P0.05);there was a significant interaction between life stress and positive psychological capital on mental health(Beta=-0.872,t=-3.853,P0.001).Conclusion: Psychological capital plays a positive regulative role in the relationship between life stress and mental health of college graduates with rural registered residence.
TL;DR: Luthans and Avolio as mentioned in this paper defined the concept of positive psychological capital as "an individual's positive psychological state of development when it is characterized by: ( 1 ) having confidence (self efficacy), hope, optimism, subjective well-being (or happiness), resiliency, and emotional intelligence".
Abstract: Although modem psychology started with the charge to not only help people withproblems but also identify and build strengths in people, through the years virtuallyall the attention has been devoted to mental illness what is wrong with people andhow to repair the damage. Years ago, it was a well-knownResearch psychologist, Seligman, proactively started the positive psychology movement in his address to the APA (Seligman, 1998). He charged the field of psychology to use scientific methods to study and discover the strengths that allow individuals, groups, organizations, andcommu-nities to thrive and prosper (Seligman & Csikszentmihalyi, 2000). Luthans (2002a, 2002b) extended his work in positive psychology to the work place and called it positive organizational behavior or POB. Initially, the theory-building for POB identified and supported confidence (or self efficacy), hope, optimism, subjective well-being (or happiness), resiliency, and emotional intelligence as meeting the POB criteria of being not only positive, but also unique to the organizational behaviour field, based on theory and research with valid measures, and state-like openness to development, change, and management for performance improvement (Luthans, 2002a, 2002b, 2003). Subsequent POB theory building, research, and applications have focused mostly on hope, resiliency, confidence, and optimism and their relationship to leadership (Avolio, Gardner, Walumba, Luthans, & May, 2004; Luthans & Avolio, 2003; Luthans, Luthans, Hodgetts & Luthans, 2002; Luthans, Van Wyk & Walumbwa, 2004; Peterson & Luthans, 2003). Considerable prior theory and research (e.g. Bryant & Cvengros, 2004; Luthans & Jensen, 2002; Magaletta & Oliver, 1999; Snyder, 2000; Snyder, Rand & Sigmon, 2002) have clearly demonstrated each of these positive psychological constructsto be conceptually independent with discriminately valid measures. Recent work by Luthans and colleagues (e.g., Luthans, Luthans & Luthans, 2004;Luthans & Youssef, 2004) combined or bundled POB states conceptually into the higher-order core construct of what they call 'positive psychological capital' or PsyCap. They proposed that psychological capital goes beyond the now widely recognized human capital (i.e. what you know) and social capital (i.e., who you know, and is basically 'who you are' (Luthans, Luthans & Luthans, 2004; Luthans & Avolio, 2003). At the individual level, psycholo-gical capital is a psychological resource that may fuel growth and performance. At the organizational level, similar to human and social capital, psychological capital may provide leverage, return on investment, and competitive advantage through improved employee performance. Specifically, psychological capital is defined as "a core psychological factor of positivityin general, and POB criteria meeting states in particular, that go beyond human and social capital to gain a competitive advantage through investment/development of 'who you are'" (Luthans, Luthans & Luthans, 2004; Luthans & Youssef, 2004). The key points of psychological capital are: (1) based on the positive psychology paradigm (i.e. the importance of positivity and human strengths); (2) includes psychological states based on positive organizational behaviour or POB criteria (i.e., unique, theory/research, valid measurement, and state-like); (3) goes beyond human capital (i.e., what you know) and social capital (i.e., who you know) to 'who you are'; and (4) involves investment and development (i.e., such as economic/financial capital) for a return yielding performance improvement and resulting competitive advantage.PsyCap is defined as, "an individual's positive psychological state of development and is characterized by: ( 1 ) having confidence (selfefficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems and adversity, sustaining and bouncing back and even beyond (resiliency) to attain success". …
01 Jan 2013
TL;DR: In this article, the authors investigated the impact of positive psychological capital and job satisfaction on organizational citizenship behavior in ski resort employees and found that job satisfaction was positively related to extra-role organizational citizenship behaviour.
Abstract: The purposes of this study were to investigate the impact of positive psychological capital and job satisfaction on organizational citizenship behavior in ski resort employees. The data was collected from 311 employees in ski resorts which are located in Kangwon-do area in Korea. And then it was analyzed by using a SPSS WIN 12.0 version of software package and used for the analysis such as frequency analysis, factor analysis and multi-regression. The positive psychological capital (consisting of hope, self confidence, optimism and resilience) has been conceptually and empirically demonstrated to be related to employee performance. Furthermore, employees` job satisfaction was positively related to extra-role organizational citizenship behavior and employees` job satisfaction acted a part mediator between positive psychological capital and organizational citizenship behavior. Therefore, this review was suggested that it is of great importance to have good relationships with co-workers and fair evaluation of work performance for promotion should be considered to reduce to leave their job.