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Positive Psychological Capital: Measurement and Relationship with Performance and Satisfaction.Personnel
- Psychology
, 2007
"... Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor pre-dicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, ..."
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Cited by 109 (12 self)
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Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor pre-dicted 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 indi-cated 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 per-formance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article. In a special issue of the American Psychologist, Sheldon and King (2001, p. 216) point out that “Positive psychology revisits the ‘aver-age person ’ with an interest in finding out what works, what is right, and what is improving. ” Like positive psychology, which does not claim to have discovered the importance of positivity (e.g., see Peterson, 2006), the recently emerging positive organizational behavior field recognizes that much of the early history (e.g., Herzberg, 1966; Maslow, 1954; McGregor, 1960) and contemporary theories and research (e.g., job satisfaction, organizational commitment, positive affectivity, core self-evaluations, organizational citizenship, intrinsic motivation, humor, self-determination, organizational justice, among others) are positively oriented. Nevertheless, analogous to, and drawing from, the positive psy-chology literature, the term positive organizational behavior is intended to
Can positive employees help positive organizational change
- Journal of Applied Behavioral Science
, 2008
"... This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska- Lincoln. It has ..."
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Cited by 36 (2 self)
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This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska- Lincoln. It has
Experimental analysis of a web-based training intervention to develop positive psychological capital. Academy of Management Learning
- and Education
, 2008
"... 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 feature is that it is “state-like ” and thus open to development. We analyze whether such psychological cap ..."
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Cited by 28 (3 self)
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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 feature is that it is “state-like ” and thus open to development. We analyze whether such psychological capital can be developed through a highly focused, 2-hour web-based training intervention. Using a pretest, posttest experimental design (n 187 randomly assigned to the treatment group and n 177 to the control group), we found support that psychological capital can be developed by such a training intervention. Although the importance of positivity has been given attention through the years, only recently has it been proposed as a new (or at least renewed) lens to focus study on organizational behavior
Authentic Leadership and Positive Psychological Capital: The Mediating Role of Trust at the Group Level of Analysis
- Journal of Leadership & Organizational Studies
, 2009
"... The importance of authentic approaches to lead-ership is far reaching in both the research and practi-tioner domains. Economic, geo-political, and techno-logical developments over the past few decades have placed demands on leaders that require them to be transparent, be aware of their values, and g ..."
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Cited by 13 (0 self)
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The importance of authentic approaches to lead-ership is far reaching in both the research and practi-tioner domains. Economic, geo-political, and techno-logical developments over the past few decades have placed demands on leaders that require them to be transparent, be aware of their values, and guide orga-nizations with a moral/ethical perspective. In turn, or-ganizations are looking to extant research to determine how to select and develop leaders that will add com-petitive advantage not only by impacting the short-term bottom line but also by leading with values that reflect those of stakeholders and creating a long- term vision. Management scholars have responded to these calls by pursuing research in both authentic leadership and positive psychological capital. Authentic leader-
Working in the Sky: A Diary Study on Work Engagement Among Flight Attendants
"... This study aims to gain insight in the motivational process of the Job Demands-Resources (JD-R) model by examining whether daily fluctuations in colleague support (i.e., a typical job resource) predict day-levels of job performance through self-efficacy and work engagement. Forty-four flight attenda ..."
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Cited by 11 (5 self)
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This study aims to gain insight in the motivational process of the Job Demands-Resources (JD-R) model by examining whether daily fluctuations in colleague support (i.e., a typical job resource) predict day-levels of job performance through self-efficacy and work engagement. Forty-four flight attendants filled in a questionnaire and a diary booklet before and after consecutive flights to three intercontinental destinations. Results of multilevel analyses revealed that colleague support had unique positive effects on self-efficacy and work engagement. Self-efficacy did not mediate the relationship between support and engagement, but work engagement mediated the relationship between self-efficacy and (in-role and extra-role) performance. In addition, colleague support had an indirect effect on in-role performance through work engagement. These findings shed light on the motivational process as outlined in the JD-R model, and suggest that colleague support is an important job resource for flight attendants helping them reach their work-related goals.
Positive Organizational Scholarship: What Does It Achieve?
"... Positive Organizational Scholarship (POS) is a relatively new development in ..."
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Cited by 3 (1 self)
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Positive Organizational Scholarship (POS) is a relatively new development in
Work Engagement of Malaysian Nurses: Exploring the Impact of Hope and Resilience
"... Abstract—The purpose of this study was to investigate the relationship between hope and resilience with work engagement. A total of 422 staff nurses working in three public hospitals in Peninsular Malaysia participated in this study. Statistical results using regression analysis revealed that hope a ..."
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Abstract—The purpose of this study was to investigate the relationship between hope and resilience with work engagement. A total of 422 staff nurses working in three public hospitals in Peninsular Malaysia participated in this study. Statistical results using regression analysis revealed that hope and resilience were positively related to work engagement. Possible reasons for these findings, as well as their implications and future research directions are discussed. T Keywords—hope, nurses, resilience, work engagement
published by Sage Publications. Used by permission. Positive Organizational Behavior in the Workplace: The Impact of Hope,
"... Drawing from the foundation of positive psychology and the recently emerging positive organizational behavior, two studies (N = 1,032 and N = 232) test hypotheses on the impact that the selected positive psychological resource capacities of hope, optimism, and resilience have on desired work-related ..."
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Drawing from the foundation of positive psychology and the recently emerging positive organizational behavior, two studies (N = 1,032 and N = 232) test hypotheses on the impact that the selected positive psychological resource capacities of hope, optimism, and resilience have on desired work-related employee outcomes. These outcomes include performance (self-reported in Study 1 and organizational performance appraisals in Study 2), job satisfaction, work happiness, and organizational commitment. The findings generally support that employees ’ positive psychological resource capacities relate to, and contribute unique variance to, the outcomes. However, hope, and, to a lesser extent, optimism and resilience, do differentially contribute to the various outcomes. Utility analysis supports the practical implications of the study results.
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"... psychological capital in the supportive organizational climate-employee performance relationship. Journal of Organizational Behavior, in press. ..."
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psychological capital in the supportive organizational climate-employee performance relationship. Journal of Organizational Behavior, in press.
DOI: 10.1002/hrm.20294 PSYCHOLOGICAL CAPITAL: A POSITIVE RESOURCE FOR COMBATING EMPLOYEE STRESS AND TURNOVER
"... Workplace stress is a growing concern for human resource managers. Although considerable scholarly and practical attention has been devoted to stress man-agement over the years, the time has come for new perspectives and research. Drawing from the emerging fi eld of positive organizational behavior, ..."
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Workplace stress is a growing concern for human resource managers. Although considerable scholarly and practical attention has been devoted to stress man-agement over the years, the time has come for new perspectives and research. Drawing from the emerging fi eld of positive organizational behavior, this study offers research fi ndings with implications for combating occupational stress. Specifi cally, data from a large sample of working adults across a vari-ety of industries suggest that psychological capital (the positive resources of effi cacy, hope, optimism, and resilience) may be key to better understanding the variation in perceived symptoms of stress, as well as intentions to quit and job search behaviors. The article concludes with practical strategies aimed at leveraging and developing employees ’ psychological capital to help them better cope with workplace stress. © 2009 Wiley Periodicals, Inc.
