THE IMPACT OF PSYCHOLOGICAL CAPITAL ON JOB PERFORMANCE AND CYNICISM: THE MODERATOR EFFECT OF CULTURAL TIGHTNESS-LOOSENESS

2018 ◽  
Vol 4 (19) ◽  
pp. 2402-2423
Author(s):  
Cem ŞEN
Keyword(s):  
Job Performance ◽  
Psychological Capital ◽  
Moderator Effect ◽  
The Impact

Testing a dynamic model of the impact of psychological capital on work engagement and job performance

2018 ◽  
Vol 23 (1) ◽  
pp. 33-47 ◽  
Author(s):  
Guido Alessandri ◽  
Chiara Consiglio ◽  
Fred Luthans ◽  
Laura Borgogni
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Psychological Capital ◽  
Equation Modeling ◽  
Dynamic Nature ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
Over Time

Purpose Psychological Capital (PsyCap), consisting of hope, efficacy, resilience, and optimism, is a positive state associated with attitudes, behaviors and performance. The purpose of this paper is to investigate a dynamic mediational model posing work engagement as the mediator of the longitudinal relation between PsyCap and job performance. Design/methodology/approach Data came from all white collar employees who responded to this study’s variables (n=420) from a comprehensive data set drawn from a large communications service company over two consecutive years. Job performance was rated at the end of each year by the direct supervisor as part of the organizational appraisal system. Findings Structural equation modeling analysis found that both absolute levels and increases in PsyCap predicted subsequent work engagement increases which in turn predicted job performance increases. Moreover, the mediating role of the changes in work engagement between previous PsyCap and performance change was confirmed over time. Research limitations/implications There is much to gain in conceptualizing the relations among PsyCap, work engagement and job performance as dynamic, rather than static. The results support the conservation of resources theory, in which employees are motivated to acquire, protect and foster their valued (psychological) resources to attain successful performance outcomes, in order to create a gain cycle of resources (Salanova et al., 2010). Moreover, it provide further empirical validation for the idea that processes, like work engagement, are sustained by personal resources, and that these latter exerts mostly an indirect effect on organizational behavior outcomes (Xanthopoulou et al., 2009b). Practical implications These results are important from a practical point of view, because they point to the importance of training interventions aimed at developing and sustaining PsyCap as an important determinant of workers’ motivation and behavior within the organization. Considerable literature offers practical insights and guidelines for developing PsyCap (Luthans et al., 2006, 2015; Luthans and Youssef-Morgan, 2017). Originality/value Despite the demonstrated state-like, dynamic nature of PsyCap, its relationship with performance has mainly been statically analyzed and the role of possible mediating mechanisms largely ignored. This study begins to fill this research gap by investigating the dynamic nature of PsyCap in relation to work engagement and job performance and whether over time engagement mediates the relationship between PsyCap and job performance.

Does cultural capital matter for individual job performance? A large-scale survey of the impact of cultural, social and psychological capital on individual performance in Brazil

2018 ◽  
Vol 67 (8) ◽  
pp. 1352-1370 ◽  
Author(s):  
Adailson Soares Santos ◽  
Mário Teixeira Reis Neto ◽  
Ernst Verwaal
Keyword(s):  
Factor Analysis ◽  
Job Performance ◽  
Cultural Capital ◽  
Large Scale ◽  
Psychological Capital ◽  
Individual Performance ◽  
Research Approach ◽  
Content Type ◽  
Large Scale Survey ◽  
The Impact

Purpose The purpose of this paper is to analyze the effect of cultural, social and psychological capital on the individual job performance. The authors propose and empirically test a combination of models, which originate from sociology and positive psychology, and demonstrate that cultural capital – in addition to social and psychological capital – is an important driver of individual job performance. Design/methodology/approach The paper opted for a large-scale survey research design. The sample consists of employees in several occupations who had formal contracts with companies from the public and private sector in Brazil. The measurement instrument is developed and tested by using data collected among 369 valid respondents in 2016. The methods applied include exploratory factor analysis and confirmatory factor analysis through partial least squares estimation. Findings The results obtained indicate that there is a significant simultaneous positive effect of cultural, social and psychological capital on individual job performance. The results indicate that cultural, psychological and social capitals together were able to explain 57 percent of the respondents’ individual job performance, with psychological capital being the dominant driver. The authors also find that cultural capital is at least as important as driver of individual job performance as social capital. Research limitations/implications Because of the chosen research approach, the research results may have limited generalizability and may suffer from potential bias in terms of social desirability. Therefore, researchers are encouraged to test the propositions in different country contexts using different research methods. Originality/value This paper is the first to quantify the relevance of Bourdieu’s cultural capital theory to the study of individual job performance, and offers tools with validated psychometric properties for its empirical assessment.

Relative effects of human capital, social capital and psychological capital on hotel employees’ job performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Songshan (Sam) Huang ◽  
Zhicheng Yu ◽  
Yuhong Shao ◽  
Meng Yu ◽  
Zhiyong Li
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Job Performance ◽  
Work Experience ◽  
Psychological Capital ◽  
Confirmatory Factor Analyses ◽  
Content Type ◽  
Hotel Employees ◽  
Relative Contribution ◽  
The Impact

Purpose This study examines the relative effects of human capital (HC), social capital (SC) and psychological capital (PC) on hotel employees’ job performance. Design/methodology/approach A sample of 417 employees from seven five-star hotels in China was recruited for the study. Both exploratory and confirmatory factor analyses were used to confirm the quality of measurement structures. Stepwise regression was used to examine the relative effects of the three capitals on hotel employees’ job performance. Findings PC was found to be the strongest predictor of self-reported job performance (SJP) among the three capitals under investigation. Education and work experience in the HC domain affected SJP, whereas SC dimensions did not. However, only education and work experience in the HC domain were found to affect supervisor-rated job performance (RJP). Practical implications Given the impact of PC on hotel employee’s SJP, human resource managers should attend to this capital in staff recruitment, retention and training and development. Originality/value This study provides a holistic comparative lens to examine the relative contribution of the three capitals on hotel employees’ job performance. This will help to further clarify the roles played by each of the capitals in hotel service work, thus advancing the development of the theories underlying each of the three capitals.

scholarly journals The Impact of Knowledge Employees’ Psychological Capital on Their Organizational Employees’ Behaviors: The Relationship Among Human Resource Flexible Management, Psychological Capital and Job Performance

2020 ◽  
Vol 11 (2) ◽  
pp. 39
Author(s):  
Zhuoran Li ◽  
Zhenfeng Ge
Keyword(s):  
Job Performance ◽  
Human Resource ◽  
Self Efficacy ◽  
Psychological Capital ◽  
Work Behaviors ◽  
Positive Effects ◽  
Resource Flexibility ◽  
Flexible Management ◽  
Human Resource Flexibility ◽  
The Impact

Human resource flexibility management, psychological capital and job performance are the core of organizational management. From the existing research, psychological capital as an intermediary variable, and specifically for China's employees as the sample of research less. In this paper, human resource flexibility management, job performance and psychological capital are taken as research variables. A correlation analysis and regression analysis were conducted on the work behaviors of employees. The results are as follows: first of all, human resource flexibility management has a significant effect on psychological capital. Function elasticity, salary elasticity and working hour elasticity are positively related to psychological capital. Secondly, among the direct effects of psychological capital on job performance, self-efficacy, hope, resilience and optimism all have significant positive effects on task performance. Self-efficacy, hope, resilience and optimism all have significant positive effects on Contextual performance. Finally, in the regulatory effect, psychological capital plays an intermediary role between human resource flexibility and job performance.

The impact of behavioral science on the maintenance of machine subsystems (Job performance aids)

1972 ◽  
Author(s):  
Melvin T. Snyder ◽  
John P. Foley ◽  
John D. Folley ◽  
Edgar J. Shriver ◽  
Jane McReynolds ◽  
...  
Keyword(s):  
Job Performance ◽  
Behavioral Science ◽  
The Impact

ANALYSIS THE IMPACT OF THE IMPLEMENTATION OF QUALITY MANAGEMENT SYSTEM (QMS) AND SAFETY AND HEALTHY AT WORK MANAGEMENT SYSTEM (SHWMS / SMK3) ON THE JOB PERFORMANCE OF EMPLOYEES

2018 ◽  
Vol 3 (01) ◽  
pp. 45
Author(s):  
Nur Hidayat ◽  
Indah Kusuma Hayati
Keyword(s):  
Quality Management ◽  
Job Performance ◽  
Latent Variables ◽  
Management System ◽  
Quality Management System ◽  
Partial Least Square ◽  
Least Square ◽  
Global Challenges ◽  
The Impact ◽  
Work Management

Recently, the evolvement of globalization era has been the global challenges that cannot be avoided either by private or government sectors, and they are requested to be survived encountering such the condition. The implementation of Quality Management System (QMS) in the operational company is the way how to guarantee the quality of products or services offered to the people. One of the purposes of QMS implementation is to provide a prime satisfaction to the customers. The impact of QMS implementation is expected to increase job performance of the employees. Besides the implementation of Quality Management System (QMS), the impact of global challenges has been increasing the competitive efforts to execute more effective production process. However, it has required manpower protection accordingly. This research aims to find out whether the implementation of quality management system and safety and healthy at work management system have impacted on the job performance of employees. Objects of this research are the employees in the production department at PT Guna Senaputra Sejahtera Plant 1 Bogor. Data analysis technique of this research has applied software Smart PLS (Partial Least Square). PLS has estimated a model of correlation among the latent variables and correlation between latent variables and its indicators. Result of data processing has indicated that the implementation of Quality Management System (QMS) and system of safety and healthy at work have positively and significantly impacted job performance of employees.Keywords : Quality Management System (QMS), Safety and Healthy at Work System ( SHWS / SMK3), and Job Performance of Employees

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