scholarly journals PSYCHOLOGICAL CAPITAL TRAINNING TO INCREASE WORK ENGAGEMENT

2020 ◽  
Vol 17 (2) ◽  
pp. 758
Author(s):  
Moch. Akhimullah Santoso
Keyword(s):  
Work Engagement ◽  
Psychological Capital ◽  
Personal Resources ◽  
Personal Resource

Suatu manajemen dalam perusahan mengatakan bahwa work engagement itu penting untuk diteliti, dari hasil penelitian menunjukkan bahwa karyawan yang engaged menunjukkan performansi kerja yang lebih baik. Tingginya work engagement sangat penting dalam meningkatkan performa dan produktivitas organisasi. Salah satu factor yang dapat meningkatkan work engagement dapat melalui personal resource. Dalam hal ini sebagai prediktor personal resources yaitu modal psikologis. Sehingga, dalam penelitian ini peneliti ingin melakukan pelatihan psychological capital untuk meningkatkan work engagement.  Work engagement dapat dilihat dari tiga komponen utama, yaitu semangat, dedikasi dan juga penghayatan. Penelitian ini menggunakan metode eksperimen one group pretest posttest design. Instrument penelitian ini menggunakan kuesioner The Utrecht Work Engagement yang dikembangkan oleh Bakker et al. (2003). Berdasarkan hasil penelitian ini ditemukan bahwa terdapat perubahan tingkat work engagement pada partisipan sebelum diadakannya pelatihan dan sesudah diadakannya pelatihan, dengan nilai signifikansi 0.002 (p<0.05).

scholarly journals Keep the fire burning: a survey study on the role of personal resources for work engagement and burnout in medical residents and specialists in the Netherlands

BMJ Open ◽  
2019 ◽  
Vol 9 (11) ◽  
pp. e031053 ◽  
Author(s):  
Lara Solms ◽  
Annelies E M van Vianen ◽  
Tim Theeboom ◽  
Jessie Koen ◽  
Anne P J de Pagter ◽  
...  
Keyword(s):  
The Netherlands ◽  
Work Engagement ◽  
Psychological Capital ◽  
Job Demands ◽  
Psychological Flexibility ◽  
Well Being ◽  
Medical Residents ◽  
Job Resources ◽  
Survey Study ◽  
Personal Resources

ObjectivesThe high prevalence of burnout among medical residents and specialists raises concerns about the stressful demands in healthcare. This study investigated which job demands and job resources and personal resources are associated with work engagement and burnout and whether the effects of these demands and resources differ for medical residents and specialists.DesignIn a survey study among residents and specialists, we assessed job demands, job resources, personal resources, work engagement and burnout symptoms using validated questionnaires (January to December 2017). Results were analysed using multivariate generalised linear model, ordinary least squares regression analyses and path analyses.SettingFive academic and general hospitals in the Netherlands.ParticipantsA total number of 124 residents and 69 specialists participated in this study. Participants worked in the fields of pediatrics, internal medicine and neurology.ResultsThe associations of job and personal resources with burnout and work engagement differed for residents and specialists. Psychological capital was associated with burnout only for specialists (b=−0.58, p<0.001), whereas psychological flexibility was associated with burnout only for residents (b=−0.31, p<0.001). Colleague support (b=0.49, p<0.001) and self-compassion (b=−0.33, p=0.004) were associated with work engagement only for specialists.ConclusionThis study suggests that particularly personal resources safeguard the work engagement and lessen the risk of burnout of residents and specialists. Both residents and specialists benefit from psychological capital to maintain optimal functioning. In addition, residents benefit from psychological flexibility, while specialists benefit from colleague support. Personal resources seem important protective factors for physicians’ work engagement and well-being. When promoting physician well-being, a one-size-fits-all approach might not be effective but, instead, interventions should be tailored to the specific needs of specialists and residents.

scholarly journals Work engagement and psychological capital in the Italian public administration: A new resource-based intervention programme

2017 ◽  
Vol 43 (0) ◽  
Author(s):  
Arianna Costantini ◽  
Francesco De Paola ◽  
Andrea Ceschi ◽  
Riccardo Sartori ◽  
Anna M. Meneghini ◽  
...  
Keyword(s):  
Public Administration ◽  
Work Engagement ◽  
Psychological Capital ◽  
Family Intervention ◽  
Conservation Of Resources ◽  
Health Administration ◽  
Intervention Programme ◽  
Personal Resource ◽  
Post Test ◽  
Value Add

Orientation: Organisations need energetic and dedicated employees to enhance the quality of their services and products continuously. According to the Conservation of Resources Theory, it is possible to increase work engagement of employees by improving their personal resources.Research purpose: The main aim of this study was to examine the extent to which an improvement in psychological capital, as a personal resource, might enhance work engagement of employees in the public sector.Motivation for the study: This study was developed to investigate how and to what extent interventions aiming at fostering higher work engagement through the enhancement of psychological capital were certainly effective.Research design, approach and method: To improve psychological capital, a new resource-based intervention programme (FAMILY intervention) was developed and applied, in which six dimensions – namely framing, attitudes, meaningfulness, identity, leading self and yoked together – were improved. A semi-experimental research design (pre-test and post-test) was used to conduct this study. Participants were 54 employees working in an Italian public health administration. In the pre-test and post-test stages, data were collected by using the psychological capital and work engagement scales.Main findings: Results showed that there is a positive relationship between psychological capital and work engagement in the pre-test and post-test stages, considered separately. In addition, comparing pre-test and post-test results revealed that the intervention programme significantly improved both psychological capital and work engagement. This shows that an improvement in psychological capital is consistent with an increase in work engagement.Conclusion: Together, these findings prove that psychological capital can be considered as a set of personal resources which lead to increased work engagement.Contribution/value-add: This study bridged the gap found in the literature between the role of psychological capital in fostering higher work engagement and the extent to which interventions are effective among employees working in public administration.

scholarly journals Perfectionistic Cognitions as Antecedents of Work Engagement: Personal Resources, Personal Demands, or Both?

2021 ◽  
Vol 7 (1) ◽  
Author(s):  
Marcel C. Schmitt ◽  
Elisabeth Prestele ◽  
Dorota Reis
Keyword(s):  
Work Engagement ◽  
Time Pressure ◽  
Job Demands ◽  
Personal Resources ◽  
Multilevel Regression ◽  
Daily Work ◽  
Personal Resource ◽  
Daily Diary Study ◽  
Unique Effect ◽  
Daily Time

Whereas personal resources have been established as a counterpart to external job resources in the Job Demands–Resources Theory, personal demands as a counterpart to job demands have been rather neglected. In this study, we propose that multidimensional perfectionism—in the form of daily perfectionistic cognitions—is a relevant personal characteristic for predicting daily work engagement in addition to and in its interplay with daily time pressure as a common job demand. 157 employees participated in a daily diary study for 15 workdays. As hypothesized, multilevel regression analyses yielded a positive unique effect of perfectionistic strivings cognitions and a negative unique effect of perfectionistic concerns cognitions on daily work engagement. Furthermore, we found that both unique perfectionistic strivings cognitions and perfectionistic concerns cognitions moderated a quadratic relationship between daily time pressure and daily work engagement. Building on the Job Demands–Resources Theory, we propose that the dimension of perfectionistic strivings constitutes a personal resource and the dimension of perfectionistic concerns constitutes a personal demand in the prediction of work engagement.

scholarly journals Psychological Capital and Work Engagement: The Moderating Role of Age Diversity

2021 ◽  
Vol 3 (2) ◽  
pp. 128-140
Author(s):  
Alice S.M. Gleichmann ◽  
Arum Etikariena
Keyword(s):  
Private Sector ◽  
Work Engagement ◽  
Psychological Capital ◽  
Personal Resources ◽  
Moderation Effect ◽  
Utrecht Work Engagement Scale ◽  
Job Demand ◽  
Age Diversity ◽  
Moderating Role

Work engagement to private sector workers during the Covid-19 pandemic has been stationary or experienced a decline.  One of the antecedents of work engagement is personal resources construct. One derives personal resources construct is psychological capital based on the Job Demand Resources (JD- R) model. This research aims to prove the moderating role of age diversity to private sector workers in connection between psychological capital and work engagement referring to the theory of “Conservation of Resource” (COR). This research involves 127 Jabodetabek employees that works in private sectors. The measuring instrument used is Utrecht Work Engagement scale (UWES)-9, Psychological Capital Questionaire (PCQ-24) and age diversity that is categorized in 4 groups. The result of the research shows that there is a significant positive connection between psychological capital and work engagement of private sector employees.  In other side, age diversity does not have a moderation effect, there is insignificant interaction effect between psychological capital and age diversity to work engagement, who the majority of participants in this study have already led to the stage of maintaining (age 41- 60 years old). With regard to the second most participants entering the advancement stage (ages 27–40 years old). In addition, this research proves employee who has high psychological capital; resulting in an increase of work engagement

scholarly journals Job and personal resources as mediators in the relationship between iron-ore mineworkers’ job demands and work engagement

2019 ◽  
Vol 17 ◽  
Author(s):  
Martina Kotzé ◽  
Petrus Nel
Keyword(s):  
South African ◽  
Work Engagement ◽  
Iron Ore ◽  
Psychological Capital ◽  
Mining Industry ◽  
Job Demands ◽  
Job Resources ◽  
Personal Resources ◽  
The Relationship

Orientation: Mining companies are major sources of employment in South Africa. Withstanding the challenges that the mining industry faces, maintaining work engagement of employees is essential to success in this context.Research purpose: To investigate the mediating effect of job and personal resources (in parallel and serial) in the relationship between the job demands and work engagement of employees at two iron-ore mines in a remote South African locale.Motivation for the study: Most South African research on work engagement in the mining industry focuses on the role of job resources. There is a lack of research investigating the influence of both job and personal resources in the relationship between job demands and mineworkers’ work engagement.Research approach/design and method: Data were collected using questionnaires from 238 employees working for two open-pit iron-ore mines. Three mediating relationships were investigated using variance-based structural equation modelling.Main findings: The results indicate that job and personal resources (in parallel) partially mediated the relationship between job demands and work engagement, with personal resources having a stronger effect than job resources. In addition, job and personal resources (in serial) partially mediated the relationship between job demands and work engagement but not as strongly as personal resources (in parallel).Practical/managerial implications: Despite job demands, mineworkers’ work engagement can be increased by investing in interventions and a work environment that enhances job and personal resources (such as mindfulness and psychological capital).Contribution/value add: The study bridges a specific gap in the literature by exploring the role of both job and personal resources (i.e., mindfulness and psychological capital) in the relationship between mineworkers’ job demands and work engagement. No previous studies explored these variables in combination in the South African mining industry.

The relationship between public service employees’ personal resources and psychological well-being

2021 ◽  
pp. 002085232098592
Author(s):  
Martina Kotzé
Keyword(s):  
Public Sector ◽  
Work Engagement ◽  
Psychological Capital ◽  
Well Being ◽  
Positive Influence ◽  
Personal Resources ◽  
Psychological Well Being ◽  
The Public ◽  
The Relationship ◽  
Significant Positive Influence

The study investigates the mediating role of psychological capital in the relationship between personal resources (mindfulness, self-leadership) and psychological well-being (burnout, work engagement) for a sample of 226 public sector employees in South Africa. Both mindfulness and self-leadership have a statistically significant positive influence on psychological capital, while psychological capital mediated the relationship between both mindfulness and work engagement, and mindfulness and burnout. psychological capital also mediates the relationship between both self-leadership and engagement, and self-leadership and burnout. Psychological capital has a statistically significant positive influence on work engagement and a statistically significant negative influence on burnout. The results show that mindfulness and self-leadership strategies can enhance psychological capital, reducing burnout and increasing engagement. Point for practitioners The public sector requires energised employees to serve the public despite demanding circumstances. Therefore, management must find ways to support employees in increasing work engagement levels and avoiding burnout. Since personal resources (mindfulness, self-leadership, psychological capital) are shown to enhance engagement and decrease burnout, managers and human resource managers can build these individual resources through training and development, and consider them in recruitment processes.

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.

Psychological capital as a personal resource in the JD-R model

2018 ◽  
Vol 47 (4) ◽  
pp. 968-984 ◽  
Author(s):  
Steven L. Grover ◽  
Stephen T.T. Teo ◽  
David Pick ◽  
Maree Roche ◽  
Cameron J. Newton
Keyword(s):  
Psychological Capital ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Healthcare Sector ◽  
Personal Resources ◽  
Content Type ◽  
Personal Resource ◽  
The Impact ◽  
Job Demands And Resources

Purpose The purpose of this paper is to demystify the role of the personal resource of psychological capital (PsyCap) in the job demands-resources model. The theory suggests that personal resources directly influence perceptions of job demands, job resources, and outcomes. Alternatively, personal resources may moderate the impact of job demands and job resources on outcomes. Design/methodology/approach A survey of 401 nurses working in the Australian healthcare sector explores the relations among PsyCap, job demands and resources, and psychological well-being and work engagement. Findings The results suggest that PsyCap directly influences perceptions of job demands and resources and that it directly influences the outcomes of well-being and engagement. Furthermore, job demands and job resources mediate the relation of PsyCap with well-being and engagement, respectively. Research limitations/implications The moderation effect of PsyCap was not supported, which suggests that PsyCap relates to perceptions as opposed to being a coping mechanism. This finding therefore narrows the scope of personal resources in this important model. Originality/value The importance of this study lies in its exploration of various ways that personal resources can influence this dominant model and in analyzing the global construct of PsyCap as opposed to some of its constituent parts.

scholarly journals Pengaruh Transformational Leadership Terhadap Work Engagement Yang Dimediasi Oleh Meaning In Work Dan Personal Resource

2018 ◽  
Vol 3 (2) ◽  
pp. 1
Author(s):  
Prabawati Putri Handayani ◽  
Didik Joko Pitoyo
Keyword(s):  
Transformational Leadership ◽  
Path Analysis ◽  
Work Engagement ◽  
Direct Relationship ◽  
Positive Influence ◽  
Mediating Effect ◽  
Personal Resources ◽  
Personal Resource ◽  
Meaning In Work ◽  
Significant Positive Influence

This research posses the objectives to analyze the influence of transformational leadership on work engagement through meaning in work and personal resources as mediation variables. This study involved 120 respondents of outsorced employee from 13 Divisions at PT Industri Kereta Api (Persero) and this study used path analysis to test the hypothesis. This study proves that transformational leadership have significant positive influence on work engagement, meaning in work, and personal resources. Personal resources and meaning in work can also perform as mediating variables for relationship between transformational leadership on work engagement. Mediating effect that can be found in this research is partial mediating effect type. It was proved by the direct relationship between transformational leadership and work engagement keep significantly positive when it was mediated by meaning in work and personal resources eventhough the significant level is declining.

scholarly journals IMPACT OF WORK ENGAGEMENT ON TURNOVER INTENTION: MODERATION BY PSYCHOLOGICAL CAPITAL IN INDIA

2017 ◽  
Vol 18 (0) ◽  
pp. 136-143 ◽  
Author(s):  
Manish Gupta ◽  
Musarrat Shaheen
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Psychological Capital ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Personal Resources ◽  
Employee Turnover Intention ◽  
Moderating Role

With increased number of employment opportunities in India, employers are increasingly finding it difficult to control employee turnover. Nonetheless, positive psychologists argue that one of the ways to face this challenge is by understanding the positive factors such as, work engagement and personal resources that negatively affect employees’ turnover intention. Therefore, the objective of this study is to examine the moderating role of psychological capital in the work engagement – employee turnover intention relationship. Hierarchical regression was used to analyze a sample of 228 employees working in diverse industries. The findings indicate that psychological capital moderates the relationship between work engagement and intention to turnover. The findings augment the theory of self and role by identifying moderating role of personal resources in strengthening the negative relationship between work engagement and turnover intention. Managers may take steps to enhance the employee-co-worker and employee-supervisor relationship either by promoting team related activities or by enabling their employees to work independently. Also, in order to save the cost of hiring a new candidate and losing an experienced employee, managers may create mechanisms for measuring work engagement of at least their key employees or a regular basis. This paper fulfils an identified need to study how psychological capital plays a key role in affecting the work engagement–employee turnover intention relationship in Indian context.

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