Authenticity, Religiosity, and Organizational Opportunity

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.

The Effect of Individual Innovation and Emotional Intelligence on Positive Organizational Behavior

The purpose of this research is to examine the effects of individual innovation and emotional intelligence levels on organizational behavior of the participants working in the Provincial Directorate of Youth and Sports. The study group of the research consists of 77 female (38.7%) and 122 male (61.3%) participants working in the Provincial Directorate of Youth and Sports. As a data collection tool in the research; Individual Innovation, Emotional Intelligence and Positive Organizational Behavior Scales were used. The participants drew a high level of innovative profile; It can be stated that he has an above-average level of emotional intelligence and organizational behavior. According to the results of the research; A significant, positive and moderate relationship was found between individual innovation, emotional intelligence and organizational behavior. In addition; It can be said that 53% of organizational behavior is explained by individual innovation and emotional intelligence characteristics.

EMOTIONALINTELLIGENCEANDTHEROLEOFRESILIENCEINMOTIVATINGSUCCESS

Within the framework of positive organizational behavior, the structure of psychological capital defines four psychological potentials that affect motivation and performance in the workplace: self-efficacy, hope, optimism, and resilience. Thus, emotional intelligence refers to the processes of self-regulation of emotions and motivation that allow people to make adjustments to achieve individual, group, and organizational goals; emotional intelligence is closely related to personal progress in the organizational environment, success, and self-efficacy. Moreover, emotional intelligence is considered a prerequisite for resilience. This study aims to investigate the role of resilience and emotional intelligence in goal achievement motivation to test whether emotional intelligence regulates the relationship between resilience and achievement motivation. Participants-188 employees aged 19 to 58 years. the results confirm the important role of emotional intelligence and resilience in motivating success.

Principals’ Positive Organizational Behavior in Schools and Its Results

In this study, the positive situations that principals put forward about teachers, students, the institution and themselves, and the results of these positive situations and practices were investigated. The current study has been carried out with a descriptive purpose. The positive organizational behavior of the principals in schools and its results, which is the subject of the study, are examined within the scope of "phenomenology." The research was conducted on 32 different institutions and educators in a province in the Western Black Sea Region in the 2020-2021 academic year. In the present study, it has been obtained that the principals generally emphasize the positive organizational behaviors of teachers, students, the school and themselves. Considering the fact that positive organizational behavior in schools increases corporate and individual performance and highlights the strengths of the organization and employees, the following comment can be made: Educational institutions and managers need to make positive organizational behavior a part of the corporate culture and corporate climate.

Organizational Behavior

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.

The Effect of Work Engagement and Mindfulness on Organizational Behavior

The aim of this study was to determine the effect of work engagement and mindfulness on positive organizational behavior. A total of 203 participants, 73 females (36.0%) and 130 males (64.0%) working in different positions and levels in the Ministry of Youth and Sports in September 2020 participated in the study voluntarily. The Utrecht Work Engagement Scale, Mindfulness Scale, Positive Organizational Behavior Scale were used in the study. In the analysis of the data; Skewness and Kurtosis, multiple linear regression analysis, Pearson Moments Multiplication Correlation Coefficient, Multiple Linear Regression Analysis and descriptive statistics were used. The work engagement, mindfulness levels of the participants were high and their positive organizational behavior levels were at the acceptable level. It was determined that there was a significant relationship between all the scales and their sub-dimensions. In addition, it was concluded that 37% of optimism, 21% of psychological resilience, 34% of hope and 47% of self-efficacy were explained by vigor, absorption, concentration and mindfulness.

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

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.

“Everything Will Be Fine”: A Study on the Relationship between Employees’ Perception of Sustainable HRM Practices and Positive Organizational Behavior during COVID19

Sustainable human resource management practices represent one of the main organizational strategy to survive and to prosper within the fast-moving current scenario. According to this view, sustainability is strictly linked to the consideration of the unique and distinctive value that each human resource means for organizations. The recent COVID19 pandemic is having a serious impact on organizations and on their employees, it is profoundly changing the working modalities, mainly introducing smart working practices that were showed to have significant consequences on workers’ wellbeing. This study aims to investigate employees’ perception of sustainable HRM in the frame of the COVID19 emergency, exploring if and to what extent perceptions of involvement and organizational support together with individual coping strategies associated with organizational change could influence positive organizational behaviors, namely organizational engagement and extra-role behavior. The research involved 549 participants who completed a self-report online questionnaire encompassing psycho-social measures of the abovementioned variables. Results confirmed the important role played by sustainable HRM practices both for the capitalization of human resources and of organizational performance in a time of great uncertainty and global crisis. Implications for theory and HRM practice development were also discussed.

NEW PERSPECTIVE ON ORGANIZATIONAL JUSTICE (OJ) AND POSITIVE ORGANIZATIONAL BEHAVIOR (POB): A SYSTEMATIC REVIEW

Purpose of the study: This paper aims to discover the new perspective of organizational justice (OJ) and positive organizational behavior (POB) using a systematic review. Methodology: This study is based on 5.530 articles from the Digital library ScienceDirect, Proquest, EBSCOhost, JSTOR, Springer. This study uses articles published in 2011 - 2020 relating to OJ and POB with a systematic review method. Findings: Results from new perspectives of organizational justice (OJ) and positive organizational behavior (POB) are explored. Besides, procedural and distributive justice have the highest correlation in POB, followed by interpersonal Justice (IPJ) and informational justice (IFJ). In terms of POB outcomes, organizational commitment has the highest frequency as an OJ outcome, followed by OCB, job satisfaction, organizational trust, work performance, and the most rarely is pay satisfaction. Applications of this study: This paper identifies the configuration of thematic clusters in OJ and POB, the evolution of both fields in determining strategy policy needed, and in placing new research appropriately to avoid getting trapped in the wilderness of science. Novelty/Originality of this study: This is the first paper to jointly analyze clarity of the new perspective and conceptualization of organizational justice (OJ) and positive organizational behavior (POB).