scholarly journals The Effect of Organizational Support, Transformational Leadership, Personnel Empowerment, Work Engagement, Performance and Demographical Variables on the Factors of Psychological Capital

2014 ◽  
Vol 3 (3) ◽  
pp. 1-17 ◽  
Author(s):  
Didem Rodoplu Şahin ◽  
Duygu Çubuk ◽  
Tuna Uslu
Keyword(s):  
Transformational Leadership ◽  
Survey Data ◽  
Work Engagement ◽  
Organizational Support ◽  
Psychological Capital ◽  
Organizational Factors ◽  
Individual Performance ◽  
The Impact

The relation with the work and the role of managers and organizational factors are effective on psychological capital and individual performance of employees. This article investigates the impact of the work engagement, performanmce, empowerment, organizational support and transformational leadership on psychological capital using survey data.

scholarly journals A systematic review of leadership styles, work engagement and organizational support

2020 ◽  
Vol 9 (4) ◽  
pp. 66-77
Author(s):  
Aida Mehrad ◽  
Jordi Fernández-Castro ◽  
Maria Pau González Gómez de Olmedo
Keyword(s):  
Systematic Review ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Organizational Support ◽  
Web Of Science ◽  
Organizational Factors ◽  
Google Scholar ◽  
Critical Factors

Work engagement is one of the critical factors at an organization, so considering some factors such as leadership styles and organizational support is important. Lack of attention to these factors can lead to undesirable environments for workers. The purpose of this study is to conduct a systematic review based on these variables. Data for this research were gathered from databases of Web of Knowledge, psycarticles, Scopus, psycinfo, Web of Science, and Google Scholar. A total of 165 records were identified in databases. 15 records were discovered in other sources. 149 records remained after deleting duplicates. 117 of these records were examined, 52 registers excluded. 65 complete articles were chosen to be evaluated, and after 10 completed articles had been excluded, 55 studies ultimately remained for inclusion in the synthesis. Overall, leadership styles (transformational leadership and transactional leadership) and organizational support were found as two imperative organizational factors to access better outcomes at the workplace.

scholarly journals The Impact of Transformational Leadership and Peceived Organizational Support on Organizational Commitment: The Mediating Role of Employee Engagement

2019 ◽  
Vol 1 (4) ◽  
Author(s):  
KHANSA PUTRI SYADINA ◽  
RATNO PURNOMO ◽  
ADE IRMA ANGGRAENI
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Employee Engagement ◽  
Organizational Support ◽  
Mediating Role ◽  
Permanent Employees ◽  
Sense Of Satisfaction ◽  
The Impact ◽  
The Relationship

This study aims to determine the influence of transfromational leadership, perceivedorganizational support, and employee engagement of organizational commitment. Thesurvey was conducted at Inspectorate Bekasi. There were 57 respondents selected throughpurposive sampling method. Respondents are permanent employees in the organizationand work for a minimum of five years. Based on the results of research by using multipleregression, and causal step mediation method, it can be conclude : (1) transformationalleadership has a positive affects to employee engagement, (2) perceived organizationalsupport has no positive affects to employee engagement, (3) transformational leadershiphas a positive affects to organizational commitment, (4) perceived organizationalcommitment has a positive affects to organizational commitment, (5) employee engagementhas a positive affects to organizational commitment, (6) employee engagement mediatesthe relationship between transformational leadership towards organizational commitment,and (7) employee engagement doesn’t mediates the relationship between perceivedorganizational support towards organizational commitment. The implication of this researchis if an organization has employees who instill a sense of employee engagement whoalways proud, enthusiasm of their work, and time feels fast at work will greatly affectorganizational commitment. Then, if having a transformational leader that directs themission to the organization, has a purpose, and expressed a sense of satisfaction inemployees will be able to increase the sense of employee engagement and organizationalcommitment. In addition, organizations that concerning of employees welfare, pride inemployees achievement, and appreciate the contribution of employees can also increaseorganizational commitment in Inspectorate Bekasi

Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector

2020 ◽  
Vol 8 (2) ◽  
pp. 244-256 ◽  
Author(s):  
Swati Agrawal
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Service Sector ◽  
Psychological Capital ◽  
Psychological State ◽  
Full Time ◽  
Employee Work Engagement ◽  
The Relationship

The purpose of this study is to examine the relationship between transformational leadership (TL) and employee engagement through the mediating role of the sub constructs of psychological capital. The article has used a single cross-sectional descriptive design. The sample consisted of 450 full-time employees working in the service sector in India. The data were mainly analyzed through structural and measurement model. The result of the study revealed that TL has an influence on employee engagement. The relationship between TL and employee engagement is mediated by sub-construct hope of psychological capital. Implication of this study is of high importance for organizations continuously working to increase the level of employee engagement to further enhance competitiveness. Prior research has examined the antecedents of employee work engagement, but little is known about the role of TL and a positive psychological state, in shaping employee work engagement. Imparting TL training and style can help to generate psychological capital which will positively drive employee engagement. Organizations with transformational leaders will be able to make employees feel valued and happy by igniting feeling of hope. The engaged workforce will result in the positive social outcome. This study is original as earlier studies have not explored the important role of hope and also optimism as dimensions of psychological capital. The article supports the critical role of leadership and psychological capital in creating highly engaged employees which have not been studied in an Indian context with specific focus to the service sector.

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.

scholarly journals Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic

2021 ◽  
Vol 11 (3) ◽  
pp. 81
Author(s):  
İlhami Yücel
Keyword(s):  
Transformational Leadership ◽  
High Performance ◽  
Healthcare Professionals ◽  
Turnover Intentions ◽  
Employee Performance ◽  
Individual Performance ◽  
Transformational Leaders ◽  
Mediating Role ◽  
The Impact

The purpose of this research paper is to explain the impact of transformational leadership on employees’ turnover intentions in light of the mediating role of their individual performance. More precisely, we attempt to explain (a) how TL connects to employees’ turnover intentions, (b) how TL connects to employee performance, (c) how employee performance connects to turnover intentions, and (d) how employee performance mediates the connection between intentions and TL. Four hundred and seventy-eight Turkish healthcare professionals participated in this research. The results revealed that employee performance mediates the connection between turnover intentions and TL. In other words, transformational leaders encourage employee performance, which in turn decreases their turnover intentions. This research has important implications for reducing turnover in workplaces and increasing employee performance by facilitating a setting for high performance, since employees who are supported by their leaders are generally more committed to their organizations and exhibit better performance. This research answers calls to study the mediating function of the TL procedure, since the mediation clarifies the circumstances under which TL relates to the favorable results.

Does work engagement enhance general well-being and control at work? Mediating role of psychological capital

2018 ◽  
Vol 6 (3) ◽  
pp. 272-286 ◽  
Author(s):  
Manish Gupta ◽  
Musarrat Shaheen
Keyword(s):  
Work Engagement ◽  
Psychological Capital ◽  
Well Being ◽  
Healthcare Services ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
And Control ◽  
The Impact

Purpose The purpose of this paper is to examine the mediating role of psychological capital (PsyCap) between work engagement (WE) and general well-being (GWB) as well as between WE and control at work (CAW). Design/methodology/approach Data were collected from 200 medical employees involved in rendering healthcare services. Structural equation modeling was done to test the hypotheses. Findings Analyses of the data revealed that PsyCap mediates fully between WE and CAW and partially between WE and GWB. Research limitations/implications The results show that PsyCap plays a positive role in transferring the impact of engagement levels to GWB and CAW. The results augment the broaden-and-build theory by explaining how positivity at the workplace can help the engaged employees improve well-being and CAW. Practical implications Hospitals in India are encouraged to recruit psychologically capable (high in PsyCap) employees. Such psychologically capable and engaged employees have greater CAW and have higher general well-being. Originality/value This study is among the few preliminary studies which have focused on the mechanism through which well-being and CAW of employees involved in healthcare services in India get affected.

scholarly journals WORK PERFORMANCE: THE IMPACT OF WORK ENGAGEMENT, PSYCHOLOGICAL CAPITAL, AND PERCEIVED ORGANIZATIONAL SUPPORT

2020 ◽  
Vol 4 (1) ◽  
pp. 88
Author(s):  
Kiky Dwi Hapsari Saraswati ◽  
Mirda Sari Ningtyas Dara Pertiwi
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Mental Hospital ◽  
Work Performance ◽  
Perceived Organizational Support ◽  
Psychological Capital ◽  
Utrecht Work Engagement Scale ◽  
The Family ◽  
The Impact ◽  
Engagement Scale

Work performance, undoubtedly, is the key of organizational success. Therefore, it is very important to find out the antecedents which will significantly lead to work performance. Unlike other organizations, mental hospital is a unique institution delivering a different kind of service, both to the patients as well as the family of the patients. Adding to the fact, nurses play a very important role in determining the performance of the hospital. Current study aimed to investigate the contributions of work engagement, psychological capital, and perceived organizational support towards work performance. This was a quantitative non-experimental research employing four questionnaire distributed to 140 nurses from all positions, ranging from junior to senior,  and conducted in a mental hospital in Jakarta, Indonesia. The questionnaires distributed to participants were 47-item Individual’s Work Performance, 3-item Utrecht Work Engagement Scale, 24-item Psychological Capital Questionnaire, and 8-item Survey of Perceived Organizational Support. The results of the study found that work engagement played a significant role towards work performance (F=42.402, p<0,05). Moreover, psychological capital and perceived organization support contributed a significant impact towards work engagement (F=3.678, p<0.05). Tidak diragukan lagi bahwa kinerja adalah kunci keberhasilan organisasi. Oleh karena itu, mengetahui anteseden yang secara signifikan akan mengarah pada kinerja sangat penting. Tidak seperti organisasi lain, rumah sakit jiwa adalah institusi unik yang memberikan layanan yang berbeda, baik untuk pasien maupun keluarga pasien. Ditambah juga perawat memainkan peran yang sangat penting dalam menentukan kinerja rumah sakit. Penelitian ini bertujuan untuk menyelidiki kontribusi keterlibatan kerja, modal psikologis, dan dukungan organisasi yang dirasakan terhadap kinerja kerja. Penelitian ini adalah penelitian kuantitatif non-eksperimental yang menggunakan empat kuesioner yang didistribusikan kepada 140 perawat dari berbagai posisi, mulai dari junior hingga senior, dan dilakukan di sebuah rumah sakit jiwa di Jakarta, Indonesia. Kuesioner yang dibagikan kepada peserta adalah Individual’s Work Performance yang terdiri dari 47 item, Utrecht Work Engagement Scale yang terdiri dari 3 item, Psychological Capital Questionnaire yang terdiri dari 24 item, dan Survey of Perceived Organizational  Support yang terdiri dari 8 item. Hasil penelitian menemukan bahwa keterlibatan kerja berperan penting terhadap kinerja kerja (F = 42,402, p <0,05). Selain itu, modal psikologis dan dukungan organisasi yang dirasakan berkontribusi secara signifikan pada keterlibatan kerja (F = 3,678, p <0,05).

scholarly journals Perceived Organizational Support, Stress Coping Behaviors and Mediating Role of Psychological Capital: Special Education and Rehabilitation Centers

2017 ◽  
Vol 64 (3) ◽  
pp. 359-377 ◽  
Author(s):  
Haluk Erdem ◽  
Ufuk Turen ◽  
Yunus Gokmen ◽  
Oguz Tuz
Keyword(s):  
Special Education ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Psychological Capital ◽  
Organizational Factors ◽  
Stress Coping ◽  
Mediating Role ◽  
Rehabilitation Centers ◽  
The Impact

Abstract High level stress in work place is known to be associated with negative organizational behaviors and bad organizational performance. There are individual and organizational factors influencing stress coping behavior of employees. In this study we explore the impact of employees’ perceptions of organizational support on their stress coping capabilities (problem-focused stress coping and emotion-focused stress coping) and whether their psychological capital (PsyCap) plays a mediating role in this relationship using the sample of employees in special education and rehabilitation centers in Turkey. Multivariate statistical analyses show a significant positive relationship between perceived organizational support (POS) and problem-focused stress coping (PFSC), and no significant relationship between POS and emotion-focused stress coping (EFSC). A significant positive association is detected between POS and PsyCap. Accordingly, our findings show that PsyCap plays a partial mediating role in the association between POS and PFSC.

Linking Organizational Virtuousness, Engagement, and Organizational Citizenship Behavior: The Moderating Role of Individual and Organizational Factors

2020 ◽  
pp. 109634802096370
Author(s):  
Hyo Jung Sun ◽  
Hye Hyun Yoon
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Organizational Factors ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Deluxe Hotel ◽  
Moderating Role

This study examines the effect of organizational virtuousness on employees’ engagement and organizational citizenship behavior in a deluxe hotel. It also verifies the moderating role of a positive personality at the individual level and the perception of organizational support at the organizational level in this causal relationship. The sample consists of 353 employees of a deluxe hotel in South Korea. The finding showed that managers can increase employees’ engagement without fail by improving their perception of organizational virtuousness. Employees’ engagement can increase organizational citizenship behavior, and the perception of organizational virtuousness can be linked to better organizational citizenship behavior, as it increases engagement. In addition, the more employees have proactive personality or favorable perception of organizational support, the more the effect of organizational virtuousness on work engagement increased. This result demonstrates the fact that improving employees’ perception of organizational virtuousness is a way of increasing employees’ work engagement and organizational citizenship behavior from managers’ perspective.

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