Employee Well-Being: The Heart of Positive Organizational Behavior

2008 ◽  
pp. 51-60 ◽  
Author(s):  
Debra L. Nelson ◽  
Laura M. Little ◽  
M. Lance Frazier
Keyword(s):  
Organizational Behavior ◽  
Well Being ◽  
Positive Organizational Behavior

Self-Efficacy and Workplace Well-Being: Understanding the Role of Resilience in Manufacturing Organizations

2020 ◽  
Vol 9 (1) ◽  
pp. 62-76
Author(s):  
Nrusingh Prasad Panigrahy ◽  
Rabindra Kumar Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Organizational Behavior ◽  
Self Efficacy ◽  
Structural Equation ◽  
Well Being ◽  
Equation Modeling ◽  
Future Research ◽  
Full Time ◽  
Positive Organizational Behavior ◽  
Manufacturing Organizations

Engaging in behavior that enhances the socio-psychological relations at the workplace provides a competitive advantage to organizations. Drawing from the emerging positive organizational behavior studies, the present research was designed to analyze the relationship between self-efficacy and resilience to promote workplace well-being. The main aim of the study was to examine the moderating role of resilience between self-efficacy and workplace well-being. About 527 full-time executives from the Indian public and private manufacturing industries participated in the study. Common method variance of the measure was carried out through one-factor test ( Podsakoff et al., 2003 ) using confirmatory factor analysis to understand the bias in responding to our questionnaire. Finally, we carried out a hierarchical regression analysis to test the interacting effect of resilience between self-efficacy and workplace well-being. The result of the study indicates a positive relationship between self-efficacy and workplace well-being. The moderation effect of resilience was also confirmed in the structural equation modeling output through LISREL. Results revealed that executives having higher self-efficacy and resilience will demonstrate a positive attitude toward workplace well-being. Self-efficacy and resilience are malleable in nature and get enriched through observation and learning. This study stands as one of the first few empirical works in positive organizational behavior studies that have been carried out on executives of manufacturing organizations in India. Hence, the findings of the study cannot be generalized beyond manufacturing organizations. The data are collected through random sampling method, hence due care need to be taken while generalizing the result in a larger population, so future research may be carried out on a large sample in diverse organizations and locations to have an appropriate comparison by addressing the effectiveness of resilience on other behavior constructs.

scholarly journals Positive organizational behavior: Longitudinal effects on subjective well-being

PLoS ONE ◽  
2018 ◽  
Vol 13 (6) ◽  
pp. e0198588 ◽  
Author(s):  
Kathrin Heinitz ◽  
Timo Lorenz ◽  
Daniel Schulze ◽  
Julia Schorlemmer
Keyword(s):  
Organizational Behavior ◽  
Well Being ◽  
Subjective Well Being ◽  
Positive Organizational Behavior ◽  
Longitudinal Effects

scholarly journals PSYCHOLOGICAL CAPITAL OF INDIVIDUALS: WHAT CONTRIBUTIONS FOR ORGANIZATIONS?

2016 ◽  
Vol 5 (1) ◽  
pp. 417
Author(s):  
Hugo Manuel De Oliveira Lucas ◽  
Lisete Dos Santos Mendes Monico ◽  
Florencio Vicente Castro
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Physiological State ◽  
Personal Data ◽  
Well Being ◽  
Professional Status ◽  
Positive Organizational Behavior ◽  
Current Crisis ◽  
Academic Qualifications ◽  
The Impact

Abstract.The research about positive psychology establishes a link between high levels of optimism and hope with the physiological state and psychological well-being of individuals. The present article analyses the Psychological Capital and its pertinence in the current contextualization of organizations. The following are considered POB (Positive Organizational Behaviour) states: hope, resilience, trust and optimism. The sample is composed by 301 employees from Portuguese organizations, aged between 18 and 67 and with diverse academic qualifications and organizational functions. We applied the PsyCap Questionnaire (Luthans, Youssef, & Avolio, 2007), comprising four factors: Hope, Resilience, Optimism, and Self efficiency. The results indicate that the highest score corresponds to Self-efficiency, followed by Hope, Resilience and, lastly, Optimism. The psychological capital is analyzed according to personal data (gender, age, and academic qualifications), information concerning professional status (professional situation, time of work in the organization, managerial duties performance, and liquid monthly salary), and the organizational variables (size of the organization). The results are discussed taking into account the contributions of positive psychological capital, and the impact of current crisis scenario in lower levels of optimism.Keywords: Psychological Capital; Organizations; EmployeesResumo.A investigação sobre psicologia positiva estabelece uma relação entre níveis elevados de otimismo e de esperança com estados fisiológicos e psicológicos de bem-estar dos indivíduos. O presenta artigo abordada o Capital Psicológico e a sua pertinência na contextualização atual das organizações. Consideram-se como estados POB (Positive Organizational Behavior) a esperança, a resiliência, a confiança e o otimismo. A amostra é composta por 301 colaboradores de organizações portuguesas, com idades compreendidas entre os 18 e os 67 anos e com diversas habilitações académicas e funções organizacionais. Aplicámos o PsyCap Questionnaire (Luthans, Youssef, & Avolio, 2007), composto por quatro fatores: Esperança, Resiliência, Otimismo e Autoeficácia. Os resultados indicam que a pontuação mais elevada corresponde à Autoeficácia, seguindo-se a Esperança, a Resiliência e, por último, o Otimismo. O capital psicológico é analisado em função de dados pessoais (género, idade e habilitações literárias), de informações referentes à condição profissional (situação profissional, tempo de trabalho na organização, desempenho de funções de chefia e vencimento líquido mensal) e a variáveis organizacionais (dimensão da organização). Os resultados são discutidos atendendo aos contributos do capital psicológico positivo e ao cenário de crise atual se repercutir em níveis menores de otimismo.Palavras-chave: Capital psicológico; Organizações; Trabalhadores

Positive Psychology Applications

2009 ◽  
pp. 34-48 ◽  
Author(s):  
P. Alex Linley ◽  
Stephen Joseph ◽  
John Maltby ◽  
Susan Harrington ◽  
Alex M. Wood
Keyword(s):  
Positive Psychology ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Medical Model ◽  
Well Being ◽  
Humanistic Psychology ◽  
Human Needs ◽  
Organizational Scholarship ◽  
Client Centered Therapy ◽  
Good Lives

Applied positive psychology is concerned with facilitating good lives and enabling people to be at their best. It is as much an approach as a particular domain of inquiry. As shown throughout this chapter, positive psychology has applications that span almost every area of applied psychology and beyond. In clinical psychology, counseling and psychotherapy, applied positive psychology builds on the traditions of humanistic psychology and Carl Rogers' client-centered therapy. It challenges the dominant assumptions of the medical model and promotes a dimensional, rather than dichotomous, understanding of mental health and mental illness. Beyond the alleviation of psychopathology, applied positive psychology has also seen the development of specific happiness-increase interventions, including counting one's blessings, using signature strengths, and paying a gratitude visit. In education, applied positive psychology has been used to promote flow in the classroom, as well as harnessing children's strengths to aid their learning and development. Forensic applications of positive psychology are represented by the good lives model of offender management, which focuses on the adaptive satisfaction of human needs. In Industrial Organizational (I/O) psychology, positive psychology applications are represented throughout work on transformational leadership, employee engagement, positive organizational scholarship, positive organizational behavior, appreciative inquiry, and strengths-based organization. In society, more broadly, applied positive psychology is shown to influence the development of life coaching and the practice of executive coaching, while population approaches are being explored in relation to epidemiology and the promotion of social well-being. Having reviewed these diverse areas, the chapter then goes on to consider the theoretical basis for applied positive psychology; the questions of who should apply positive psychology, as well as where and how; and whether positive psychology applications could be universally relevant. The chapter concludes by considering what the future of applied positive psychology may hold and suggesting that the discipline has the potential to impact positively on people throughout the world.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

scholarly journals Red tape and psychological capital: a counterbalancing act for professionals in street-level bureaucracies

2020 ◽  
Author(s):  
A Dudau ◽  
G Kominis ◽  
Y Brunetto
Keyword(s):  
Local Government ◽  
Organizational Behavior ◽  
Psychological Capital ◽  
Negative Impact ◽  
Practical Implication ◽  
Well Being ◽  
Government Employees ◽  
Street Level ◽  
Red Tape ◽  
The Impact

Abstract Assuming that red tape is inevitable in institutions, and drawing on positive organizational behavior, we compare the impact of individual psychological capital on the ability of street-level bureaucrats (SLBs) with different professional backgrounds to work within the confines of red tape. The two SLB professions investigated here are nurses and local government employees; and the work outcomes of interest to this study are well-being and engagement. The findings show that red tape has a different impact on each professional group but, encouragingly, they also indicate that psychological capital has a compensatory effect. Implications include nurses requiring more psychological resources than local government employees to counteract the negative impact of red tape. A practical implication for managers is that, if perception of red tape in organizations is set to increase or to stay constant, enhancing the psychological capital of professionals in SLB roles, through specific interventions, may be beneficial to professionals and organizations alike.

Institutional betrayal in nursing: A concept analysis

2021 ◽  
pp. 096973302199244
Author(s):  
Katherine C Brewer
Keyword(s):  
Organizational Behavior ◽  
Moral Distress ◽  
Well Being ◽  
Concept Analysis ◽  
Ethical Culture ◽  
Negative Events ◽  
Moral Standards ◽  
Conceptual Clarity ◽  
Definition Of ◽  
Conceptual Relationships

Background: Ethical relationships are important among many participants in healthcare, including the ethical relationship between nurse and employer. One aspect of organizational behavior that can impact ethical culture and moral well-being is institutional betrayal. Research aim: The purpose of this concept analysis is to develop a conceptual understanding of institutional betrayal in nursing by defining the concept and differentiating it from other forms of betrayal. Design: This analysis uses the method developed by Walker and Avant. Research context: Studies were reviewed using health literature databases with no date restrictions. Ethical considerations: Analysis was conducted using established guidelines for ethical research. Findings: Although institutional betrayal is a concept applied in the literature, there was a paucity of studies exploring the concept within nursing. Examples of the concept in the literature include violation of trust between organization (i.e. employer) and nurse, such as provision of inadequate workplace protections, ineffective or hostile management, and gaslighting of those who experience negative events. Examples of institutional betrayal have become more visible during the COVID-19 pandemic. Discussion: A conceptual definition of institutional betrayal is a deep violation of trust or confidence or violation of moral standards committed by an institution toward a nurse. This definition incorporates experiences and issues suggested by the literature. Outcomes are likely negative, including impacts on nurse psychological and workplace well-being. This concept likely fits within a framework of ethical workplaces and has conceptual relationships with moral distress and moral resilience. Further studies can help qualitatively explore and empirically measure this concept. Conclusion: In the pursuit of improving the ethical culture of healthcare workplaces, this concept can provide meaningful insight into organizational behavior and its consequences. Naming and describing the concept can promote conceptual clarity and equip researchers, nurses, and leaders to identify and mitigate the issue.

scholarly journals A call for longitudinal research in positive organizational behavior

2008 ◽  
Vol 29 (5) ◽  
pp. 705-711 ◽  
Author(s):  
James B. Avey ◽  
Fred Luthans ◽  
Ketan H. Mhatre
Keyword(s):  
Organizational Behavior ◽  
Longitudinal Research ◽  
Positive Organizational Behavior
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