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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 125 (14 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
Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions
- Journal of Information Science
, 2007
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Cultivate Self-Efficacy for Personal and Organizational Effectiveness
"... how long to persevere in the face of difficulties (Bandura, 1997; Locke & Latham, 1990). When faced with obstacles, setbacks, and failures, those who doubt their capabilities slacken their efforts, give up, or settle for mediocre solutions. Those who have a strong belief in their capabilities re ..."
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Cited by 59 (0 self)
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how long to persevere in the face of difficulties (Bandura, 1997; Locke & Latham, 1990). When faced with obstacles, setbacks, and failures, those who doubt their capabilities slacken their efforts, give up, or settle for mediocre solutions. Those who have a strong belief in their capabilities redouble their effort to master the challenges. Perceived efficacy, similarly, plays an influential role in the incentive and disincentive potential of outcome expectations. The outcomes people anticipate depend largely on their beliefs of how well they can perform in given situations. Those of high efficacy expect to gain favorable outcomes through good performance, whereas those who expect poor performances of themselves conjure up negative outcomes. In theories of motivation founded on the incentives of cognized outcomes, such as expectancy-value theories, motivation is governed by the expectation that a given behavior will produce certain outcomes and the value placed on those outcomes. This t
Use of structure coefficients in published multiple regression research articles: β is not enough.
- Educational and Psychological Measurement,
, 2001
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Unwrapping the organizational entry process: Disentangling multiple antecedents and their pathways to adjustment
- Journal of Applied Psychology
, 2003
"... This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work wi ..."
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Cited by 45 (1 self)
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This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover. The period of early entry is one of the most critical phases of organizational life. During this time newcomers determine what their new organization is like and decide whether they “fit in.” Many researchers have proposed that newcomers ’ initial attitudes strongly influence subsequent attitudes and behavior (e.g., Mowday, Porter, & Steers, 1982; Wanous, 1992). Evidence that work
The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis
"... were integrated via meta-analytic techniques to determine the effectiveness of interventions in their enhancement of performance, knowledge, and expertise at the individual, team or group, or organizational level. The studies were separated by research design, with the outcome measure of the interve ..."
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Cited by 34 (0 self)
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were integrated via meta-analytic techniques to determine the effectiveness of interventions in their enhancement of performance, knowledge, and expertise at the individual, team or group, or organizational level. The studies were separated by research design, with the outcome measure of the intervention as the unit of analysis. The effect size for knowledge outcomes ranged from.96 to 1.37; expertise outcomes from.35 to 1.01; and system outcomes averaged.39. Interventions with knowledge outcomes were found to be more effective than in the Burke and Day (1986) meta-analysis, with the most effective interventions using a single group pretest-posttest research design. Methodological and conceptual differences in Burke and Day’s meta-analysis on the effectiveness of managerial training make historical comparisons risky. The data suggest that practitioners can attain substantial improvements in both knowledge and skills if sufficient front-end analysis is conducted to assure that the right development is offered to the right leaders. Many organizations are concerned about the leadership inadequacies of their employees and are committed to education and training to develop managers’ skills, perspectives, and competencies (Conger & Benjamin, 1999). Leadership development literature indicates that significant financial payoffs are found among companies that emphasize training and development (Huselid, 1995;
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 33 (4 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
Implicating Trust in the Innovation Process
- Journal of Occupational and Organizational Psychology
, 2002
"... The work described in this document was performed as part of the UTP (University Technology Partnership) for Design. The UTP is a collaboration between RollsRoyce, BAE SYSTEMS and the Universities of Cambridge, Sheffield and Southampton. The opinions, findings and conclusions expressed in this repor ..."
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Cited by 30 (0 self)
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The work described in this document was performed as part of the UTP (University Technology Partnership) for Design. The UTP is a collaboration between RollsRoyce, BAE SYSTEMS and the Universities of Cambridge, Sheffield and Southampton. The opinions, findings and conclusions expressed in this report are those of the authors alone and do not necessarily reflect those of any other organization involved in the partnership. No part of this publication may be reproduced or transmitted in any form or by any means, whether electronic, mechanical, photocopying or recording or otherwise ; nor stored in any information retrieval system of any kind ; not used for tendering or manufacturing ; nor communicated to any person, without prior written permission of the copyright owner. Ó BAE SYSTEMS plc, RollsRoyce plc. All Rights Reserved. 2 In this paper we describe the development of two new measures of innovation trust, ‘trust that heard ’ and ‘trust that benefit’. We report the findings from their use in a survey of design engineers in two large aerospace companies. We test a range of hypotheses covering different plausible roles for trust and confirm a ‘main effects ’ model, whereby the variables predict the number of ideas suggested and the number of ideas implemented. In addition, we replicate earlier findings by Axtell et al. (2000), namely
Making things happen: A model of proactive motivation
- Journal of Management
, 2010
"... Being proactive is about making things happen, anticipating and preventing problems, and seiz-ing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by i ..."
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Cited by 23 (1 self)
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Being proactive is about making things happen, anticipating and preventing problems, and seiz-ing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striv-ing). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do, ” “reason to, ” and “energized to ” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motiva-tion. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences
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 15 (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.
