Positive Organizational Behavior: What’s in It for HRD in South Korea?

2020 ◽  
pp. 197-217
Author(s):  
Baek-Kyoo Joo
Keyword(s):  
South Korea ◽  
Organizational Behavior ◽  
Positive Organizational Behavior

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 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

Authentic leadership and positive organizational behavior: A meso, multi-level perspective

2008 ◽  
Vol 19 (6) ◽  
pp. 693-707 ◽  
Author(s):  
Francis J. Yammarino ◽  
Shelley D. Dionne ◽  
Chester A. Schriesheim ◽  
Fred Dansereau
Keyword(s):  
Organizational Behavior ◽  
Authentic Leadership ◽  
Positive Organizational Behavior ◽  
Multi Level

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

Organizational Behavior

2021 ◽  
pp. 2625-2637
Author(s):  
Rilla J. Hynes
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Competitive Advantage ◽  
Paradigm Shift ◽  
Leadership Behaviors ◽  
Positive Organizational Behavior ◽  
Organizational Policies ◽  
Policies And Procedures ◽  
Behavior Theories ◽  
Management And Leadership

As organizations adapt to the challenges of technology, an understanding of organizational behavior theories supports the development of new management and leadership behaviors. There has been a paradigm shift in management, calling for the use of positivity rather than negativity. This shift promotes positive organizational policies and procedures while maximizing resources. According to Bakker, negative approach-based terms influenced organizational culture undesirably, and Luthans and Avolio claim developing a positive organizational behavior framework is a source of an organization's competitive advantage. This article explores the evolving theories of organizational behavior addressing the challenges of technology and change, as well as placing the discussion within the context of seminal theories.

Authenticity, Religiosity, and Organizational Opportunity

2022 ◽  
pp. 65-94
Author(s):  
Ryan H. Sharp
Keyword(s):  
Organizational Behavior ◽  
Employee Engagement ◽  
Religious Beliefs ◽  
Meaningful Work ◽  
True Self ◽  
Positive Organizational Behavior ◽  
Organizational Dialogue ◽  
Religiosity And Spirituality

A relatively recent emphasis on increased authenticity in the workplace has opened conversations that have previously been considered out-of-bounds within organizational dialogue. With this emphasis has come an invitation for employees to bring their “whole self” to work. An individual's religious beliefs and spiritual inclinations are often at the heart of their so-called true self. Thus, as organizations have encouraged greater authenticity, discussions regarding religiosity and spirituality have followed. While there are some inherent dangers in incorporating religiosity and spirituality into the workplace, the primary purpose of this chapter is to show three natural ways in which these important parts of an individual's identity can be—or already are being—situated into existing and accepted areas of research. Thus, this theoretical piece provides a brief examination of the literature in the fields of positive organizational behavior, meaningful work, and employee engagement and will, in the process, analyze areas of crossover between these and religiosity and spirituality.

scholarly journals Work Engagement in the Context of Confucian Culture: A Case of Chinese Civil Servants

2020 ◽  
Vol 11 ◽  
Author(s):  
Xiaojun Lyu
Keyword(s):  
Organizational Behavior ◽  
Work Engagement ◽  
Eastern China ◽  
Working Relationships ◽  
Positive Organizational Behavior ◽  
Public Servants ◽  
Grounded Theory Research ◽  
Five Dimension ◽  
The Government ◽  
Theory Research

Although work engagement as a positive organizational behavior has gained considerable achievements in recent years, there is still a lack of content research based on certain culture, job, and group characteristics. This study conducts a grounded theory research on work engagement by coding and analyzing the interview files from public servants working in the government located in Eastern China. The result shows a five-dimension construct of work engagement, which includes loyalty to the work, commitment to the working relationships, positive emotion, initiative action, and priority for mixed roles. Additionally, the current study also constructs a theoretical model which discovers the dynamic variables motivating the process of work engagement and the influence of Confucianism.

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