scholarly journals The impact of the positive psychological capital on the turnover intention of employees at some Egyptian Hotels using work engagement as a mediator

2019 ◽  
Vol 16 (1) ◽  
pp. 182-193
Author(s):  
Mohammed Zeina ◽  
Sameh Fayyad
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Psychological Capital ◽  
Positive Psychological Capital ◽  
The Impact

scholarly journals Work Engagement: The Impact of Psychological Capital and Organizational Justice and Its Influence on Turnover Intention

2019 ◽  
Vol 4 (1) ◽  
pp. 86-91
Author(s):  
Kiky D.H. Saraswati
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Employee Retention ◽  
Psychological Capital ◽  
Jel Classification ◽  
Personal Resource ◽  
The Impact ◽  
Positive Effect

Objective - To remain competitive, organizations must be able to adapt to change and increase their performance. In order to increase performance, organizations must focus on how they manage their employees, including how to retain them. Previous studies have shown that work engagement (WE) has a positive effect on employee retention (Schaufeli & Bakker, 2004). The JD-R Model suggests that WE is influenced by enhancing personal and job resources (Schaufeli, 2017). This research aims to investigate the impact of both of those resources on WE. The personal resource measured in this study is psychological capital while the job resource measured is organizational justice. Furthermore, this research also aims to determine the extent to which WE can be used to predict employee turnover. Methodology/Technique - A quantitative method is implemented in this study by distributing a Utrecth Work Engagement Scale, Psychological Capital Questionnaire, Organizational Justice Questionnaire, and Turnover Intention Scale to 243 employees working in a manufacturing company in Jakarta, Indonesia. Findings - The results of this research conclude that psychological capital and organizational justice have a significant effect on WE (F= 15.231; p <0.05). Further analysis also concludes that WE has a significant impact on employee turnover (F= 10.888; p <0.05). Novelty - The findings of this study indicate that organizations should create and maintain employees WE in order to increase employee retention, while WE can be promoted by improving the psychological capital and providing fair treatment to all employees. Type of Paper: Empirical. Keywords: Organizational Justice; Psychological Capital; Turnover Intention; Work Engagement. JEL Classification: M10, M12, M19.

Predictors of Positive Psychological Capital: An Attempt Among the Teacher Communities in Rural Jharkhand, India

2021 ◽  
pp. 0258042X2199101
Author(s):  
Mukti Clarence ◽  
Viju P. D. ◽  
Lalatendu Kesari Jena ◽  
Tony Sam George
Keyword(s):  
Individual Differences ◽  
Organizational Support ◽  
Psychological Capital ◽  
Contextual Factors ◽  
Meaningful Work ◽  
Equation Modeling ◽  
School Teachers ◽  
Positive Psychological Capital ◽  
The Individual ◽  
The Impact

In the recent times, researchers have shown an increased interest in positive psychological capital (PsyCap). However, it is acknowledged that due to the limited number of studies conducted on the antecedents of psychological capital, there is a lack of sufficient data for conclusively proving the antecedents of PsyCap. Consequently, this article aims to explore the potential antecedents of PsyCap as a reliable source of data in the context of rural school teachers. The focus is to investigate both the individual differences and the contextual factors as desirable variables that constitute PsyCap among the school teachers of rural Jharkhand, India. Samples of 1,120 respondents from different rural schools were collected and analysed with Structural Equation Modeling (AMOS 20.0). The findings of the study explained that both the individual differences ( proactive personality and emotional intelligence) and the contextual factors ( perceived organizational support, servant leadership and meaningful work) have a positive relationship with PsyCap. The impact of PsyCap on teacher performance can form the basis for further research on the subject. JEL Codes: M12, M53

Service employees’ workplace fun and turnover intention: the influence of psychological capital and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Tetteh ◽  
Rebecca Dei Mensah ◽  
Christian Narh Opata ◽  
Claudia Nyarko Mensah
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Psychological Capital ◽  
Frontline Employees ◽  
Design Data ◽  
Cross Sectional ◽  
Content Type ◽  
Service Employees ◽  
Workplace Fun ◽  
The Relationship

Purpose As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and work engagement, respectively, moderates and mediates the relationship between workplace fun and turnover intention in a moderated mediation. Design/methodology/approach Using cross-sectional quantitative design, data were collected by means of questionnaires and convenience sampling. The hypotheses were tested with 482 service employees from the hospitality industry in Ghana using PROCESS macro. Findings The findings depict that work engagement mediates the relationship between workplace fun and turnover intention among service employees. Also, PsyCap moderates the workplace fun–engagement relationship, in addition to the workplace fun–work engagement–turnover intention relationship. Specifically, both relationships are stronger for employees with high PsyCap. Practical implications The authors would like to conclude that as frontline employees are usually subjected to stressful conditions, monotonous working environments and emotional labor, which affect the quitting intention, incorporating fun into the workplace will strategically help frontline employees to be engaged in their work and reduce their intentions to quit. Originality/value With a focus on a developing economy, this work is novel in exploring possible factors that may help increase work engagement and reduce turnover intention among service employees.

scholarly journals Psychological empowerment and employee attitudinal outcomes

2019 ◽  
Vol 42 (7) ◽  
pp. 797-817
Author(s):  
Tazeem Ali Shah ◽  
Mohammad Nisar Khattak ◽  
Roxanne Zolin ◽  
Syed Zulfiqar Ali Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
The Impact ◽  
The Relationship

Purpose The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions. Design/methodology/approach To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2. Findings Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention. Research limitations/implications This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality. Practical implications Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention. Originality/value Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

Study shows psychological capital and work engagement mediate the impact of high-performance work systems (HPWS) on intentions to quit, creativity and extra-role performance

2019 ◽  
Vol 27 (7) ◽  
pp. 7-8
Keyword(s):  
Work Engagement ◽  
High Performance ◽  
Psychological Capital ◽  
Black Box ◽  
Role Performance ◽  
Employee Outcomes ◽  
Customer Contact ◽  
Content Type ◽  
The Right ◽  
The Impact

Purpose The researchers wanted to examine the mediating factors operating in the “black box” between HPWS and employee outcomes. Design/methodology/approach The authors obtained their data from a variety of customer-contact employees, such as front desk agents, food servers and concierges, in four and five-star hotels in the Romanian cities of Sibiu and Bucharest. They sent out questionnaires measuring psychological capital, such as self-reliance, hope, resilience and optimism, as well as work engagement, creative performance and extra-role performance. Supervisors were also asked their opinions. Findings The analysis of customer-contact employees and their supervisors in the Romanian hotel industry suggested that psychological capital and work engagement were the two most important factors operating in the “black box” between HPWS and employee outcomes. Originality/value There is great value for businesses in the conclusions of the research. It shows how critical it is to establish various HPWS programs that boost engagement, as well as indicating the importance of providing job security and designing recruitment processes that root out people with the right skills.

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