Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Psychological Capital and Work Attitudes:A Conceptual Analysis


Affiliations
1 Pondicherry, Tamil Nadu, India
2 School and Mass Education Department, Government of Odisha, India
     

   Subscribe/Renew Journal


The major thrust of the present paper, pertaining to employees' growth and development at work, attempts a systematic analysis of attitudinal outcomes and performance improvement due to psychological capital. The constructs, namely psychological capital, and work attitudes like job involvement, job satisfaction, organisational commitment, cynicism, and turnover intention have been described. Based on far reaching Indian as well as western literature and findings, it is suggested that psychological capital would be positively related to desirable attitudes like job satisfaction, organisational commitment, and job involvement whereas negatively related to undesirable attitudes like organisational cynicisms and turnover intention. Through extensive literature and findings, the researcher is aiming to formulate a conceptual model of psychological capital based on propositions and to show how psychological capital is related to job attitudes. With respect to organisational development, this paper also covers practical implication where systematic intervention of psychological capital is given utmost priority. With reference to various organisations and workplaces, how psychological capital can be applied in a scientific direction through proper training, workshop, and web-based programme in order to promote healthy and balanced life.

Keywords

Psychological Capital, Job Satisfaction, Organisational Commitment, Job Involvement, Organisational Cynicism, Turnover Intention.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Abraham, R. (2000). Organizational cynicism: bases and consequences. Genetics, social, and general psychology monographs, 126(3), 269-292.

  • Antonovsky, A. (1979). Health, stress, and coping. San Francisco: Jossey-Bass.

  • Avey, J. B., Reichard, J. R., Luthans, F., & Mhatre, K. H. (2011). Meta- analyses of the impact of positive psychological capital on employee attitudes, behaviors and performance. Human Resource Development Quarterly, 22(2), 127-152.

  • Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. The Journal of Applied Behavioral Science, 44, 48-70.

  • Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, 801-823.

  • Bandura, A. (1997). Self efficacy. New York: Freeman.

  • Bateman, T. S., & Strasser, S. (1984). A longtidunal analysis of the antecedents of organizational commitment. The Academy of Management Journal, 27(1), 95-112.

  • Becker, T. S., Randall, D. M., & Reigel, C. D. (1995). The multidimensional view of commitment and the theory of reasoned action: A comparative evaluation. Journal of Management, 21(4), 616-639.

  • Bhatnagar, J. (2005). The power of psychological empowerment as an antecedent to organizational commitment in Indian managers. Human Resources Developmental International, 8(4), 419-433.

  • Block, J., & Kremen, A. M. (1996). IQ and ego resiliency: Conceptual and empirical connections and separateness. Journal of Personality and Social Psychology, 70, 349-361.

  • Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Foundations of positive organizational scholarship. In K.S. Cameron, J.E. Dutton, R.E. Quinn (Eds.), positive organizational scholarship: Foundations of a new discipline (pp. 3-13). San Francisco, CA: Berrett- Koehler.

  • Cetin, F. (2011). The effects of the organizational psychological capital on the attitude of commitment and satisfaction: A public sample in Turkey. European Journal of Social Science, 21(3), 373-380.

  • Chaudhary, R., Rangnekar, S., & Barua, M. K. (2012). Relationship between occupational self efficacy, human resource development climate and work engagement. Team Performance Management, 18(7), 370-383.

  • Conger, J. A., & Kanungo, R. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637- 647.

  • Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46-55.

  • Dean, J. W, Brandes, P, & Dhwardkar R. 1998. Organizational cynicism. Academy of Management Review, 23, 341–352.

  • Fincham, F. (2000). Optimism and the family. In J. Gillham (Ed.), The science of optimism and hope (pp. 271-298). Philadelphia: Templeton Foundation Press.

  • Fineman, S. (2006). On being Positive: Concerns and counter points. Academy of Management Review, 31, 270-291.

  • Fitz-enz, J. (2000). The ROI of human capital: Measuring the Economic Values of Employee Performance.

  • Gardner, W.L., & Schermerhorn Jr, J.R. (2004). Unleashing individual potential performance gains through positive organizational behavior and aunthetic leadership. Organizational Dynamics, 33, 270-281.

  • Gechman, A., & Weiner, Y. (1975). Job involvement and satisfaction as related to mental health and personal time devoted to work. Journal of Applied Psychology, 60, 521-523.

  • Ghosal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4, 75-91.

  • Gill, A., Flaschner, A. B., Saha, C., & Bhutani, I. (2010). The relations of transformational leadership and empowerment with employees job satisfaction. Business and Economic Journal, 18, 1-10.

  • Gupta, N., & Sawhney, E. (2010). Occupational self efficacy: A comparative study of governments and private sector executives. International Referred Research Journal, 1(9), 19-22.

  • Hackman, J. R., & Oldham, G. R. (1980). Work design. Reading, MA: Addison- Wesley.

  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Businessunitlevel relationship between employee satisfaction, employee engagement, and business outcomes: A metaanalyses. Journal of Applied Psychology, 87(2), 268-279.

  • Hobfoll, S. (2002). Social and physiological resources and adaption. Review of General Psychology, 6, 307-324.

  • Jensen, S., Luthans K., Lebsack S., & Lebsack R. (2007). Optimism and employee performance in the banking industry. J. Applied Management and Entrepreneurship, 12(3), 73.

  • Jha, S. (2011). Influence of psychological empowerment on affective, normative and continuous commitment. Journal of Indian Business Research, 3(4), 263-282. DOI 10.1108/17554191111180582.

  • Kanungo, R. N. (1982a). Measurement of job and work involvement. Journal of Applied Psychology. 67(3), 341-49.

  • Kobasa, S. (1979). Stressful life events, personality and health: an enquiry into Hardiness. Journal of Personality and Social Psychology, 37, 1-11.

  • Kumar, R., & Sia, S. K. (2013). Employee engagement: Impact of occupational self-efficacy and affective commitment. Indian Journal of Applied psychology, 50, 93-102.

  • Lin, N. (2001). Social capital: A theory of social structure and action. USA: Cambridge University Press.

  • Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), handbook of industrial and organizational psychology, (pp. 1297- 1347). Chicago: Rand McNally.

  • Luthans, F. (1998). Organizational Behaviour, (8th ed.), Boston: Irwin McGraw-Hill.

  • Luthans, F. (2002a). positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16, 57-72.

  • Luthans, F. (2002b). The need for and meaning of positive organizational behavior. Journal of Organizational Behaviour, 23(6), 695-706.

  • Luthans, F., & Avilio, B.J. (2003). Authentic leadership: A positive developmental approach. In K.S. Cameron, J.E. Dutton, & R.E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241258). San Francisco: Berrett- Koehler.

  • Luthans, F., Avolio, B. J., Walumbwa, F. O., & Li, W. (2005). The psychological capital of Chinese workers: Exploring the relationship with performance. Management and Organization Review, 1, 818-827.

  • Luthans, F., Luthans, K. W., & Luthans, B. C. (2004). Positive psychological capital: Beyond human and social capital. Business Horizon, 47, 45-50.

  • Luthans, F., & Youssef, C. M. (2004). Investing in people for competitive advantage. Organizational Dynamics, 33, 143-160.

  • Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the psychological capital of resiliency. Human Development Review, 5, 25-44.

  • Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of Management, 33, 321-349.

  • Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing human competitive edge. New work: Oxford University Press.

  • Luthan, F., & Jensen, S. M. (2002). Hope: A new possitive strength for human resource development. Human resource development review, 3, 304-322.

  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. 2007. Psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541-572.

  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate-employee performance relationship. Journal of Organizational Behavior, 29(2), 219-138.

  • Luthans, F., Vogelgeslang, G. R., & Lester, P. B. (2006). Developing the psychological capital of resiliency. Human Resource Development Review, 5(1), 25-44.

  • Malhotra, V. (2010). Bhagbatgita and management: What they should teach in B-school. New Delhi: Pentagon Press.

  • Mangaleswaran, T., & Srinivasan, P. T. (2012). Organizational commitment in public sector banks: A comparative study of India and Sri Lanka. International Journal, 4, 100-106.

  • Martin, T. N. (1984). Role stress and inability to leave as predictors of mental health. Human Relations, 37, 969-983.

  • Masten, A. S. (2001). Ordinary magic: Resilience process in development. American psychologist, 56, 227-239.

  • Masten, A. S., & Reed, M. G. J. (2002). Resilience in development. In C. R. Snyder & S. J. Lopez (Eds). Handbook of positive psychology, 74-88. London: Oxford University press.

  • Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment: Some methodological consideration. Human resource management review, 1, 61-98.

  • Mottaz, C. J. (1988). Determinant of organizational commitment. Human Relations, 41(6), 467-82.

  • Othman, N., & Nasurdin, A. M. (2011). Work engagement of Malaysian Nurses: Exploring the impact of hope and resilience. World Academy of Science, Engineering, and Technology, 60, 1702-1706.

  • Pepe, J. (2011). The relationship of principal resiliency to job satisfaction and work commitment: An exploratory study of K-12 public school principals in Florida. Graduate School Theses and Dissertations.

  • Pethe, S., Chaudhari, S., & Dhar, U. (1999). Occupational self-efficacy scale. Agra: National Psychological Corporation.

  • Peterson, S. J., Walumbwa, F. O., Byron, K., & Myrowitz, J. (2009). CEO positive psychological traits, transformational leadership, and firm performance in high technology start-up and established firms. Journal of Management, 35(2), 348-368.

  • Plessis, Y. D., & Barkhuizen, N. (2012). Psychological capital: A requisite for organizational performance in South Africa. South African Journal of Economic and Management Sciences, 15(1), 16-30.

  • Porter, L.W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609.

  • Punia, V., & Kaushik, A. (2012). Self-perceived efficacy of teachers-A comparative study of India and Bhutan. Educational Quest- An International Journal of Education and Applied Social Sciences, 3(3), 319-326.

  • Putnam, R. (1993). Making democracy work. Princeton University Press: New Jersey.

  • Radey, M., & Figley, C. (2007). Compassion in the context of positive social work: The role of human flourishing. Clinical Social Work Journal, 36, 207-214.

  • Ramchandran, S., & Krishnan, V. R. (2009). Effects of transformational leadership on followers’ affective and normative commitment: culture as moderator. Great Lakes Herald, 3(1), 23-38.

  • Rathi, N., & Rastogi, R. (2009). Assessing the relationship between emotional intelligence and occupational selfefficacy and organizational commitment. Journal of the Indian Academy of Applied Psychology, 35, 93-102.

  • Reitz, H. J., & Jewell, L. N. (1979). Sex, locus of control, and job involvement a six-country investigation. Academy of Management Journal, 22(1), 72-88.

  • Ronel, N. (2006). When good overcomes bad: The impact of volunteers on those they help. Human Relations, 59, 1133-1153.

  • Saks, A. M., & Ashforth, B. E. (1997). A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes. Personnel Psychology, 50, 395-426.

  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi sample study. Journal of Organizational Behaviour, 25, 293-315.

  • Scheier, M. F., & Carver, C. S. (1985). Optimism, coping, and health: Assessment and implications of generalized outcomes expectancies. Health Psychology, 4, 219-247.

  • Schneider, S. L. (2001). In search of realistic optimism: Meaning, knowledge and warm fuzziness. American Psychologist, 56, 250-263.

  • Schyns, B. (2004). The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change. Journal of Career Development, 30, 247-261.

  • Schyns, B., & Collani, G . V. ( 2002). A new occupational self-efficacy scale and its relation to personality constructs and organizational variables. European Journal of Work and Organizational Psychology, 11, 219-241.

  • Seligman, M. E. P. (1998). Learned optimism. New York, NY: Pocket Books.

  • Seligman, M. E. P., & Schulman, P. (1986). Explanetory Style as a predictor of performance as a life insurance agent. Journal of Personality and Social Psychology, 50, 832-838.

  • Singh, S., & Mansi. (2009). Psychological capital as a predicator of psychological wellbeing. Journal of the Indian Applied Psychology, 35(2), 233-236.

  • Sinha, S. P., Talwar, T., & Rajpal, R. (2002). Correlational study of organizational commitment, self-efficacy, and Psychological barriers to technological change. Psychologia, 45, 176-183.

  • Snyder, C. R. (2000). Hope theory: Updating a common process for psychologica change.

  • Snyder, C. R., Harris, C., Anderson, J. R., Holleran, S. A., Irving, L. M., Sigmon, S. T., Wu, W. Y. (1991). The will and the ways: Development and validation of an individualdifferences measure of hope. Journal of Personality and Social Psychology, 60, 570-585.

  • Snyder, C. R., Ilardi, S., Michael, S., & Cheavens, J. (2000). Hope theory: Updating a common process for psychological change. In C. R. Snyder & R. E. Ingram (Eds.), Handbook of psychological change: Psychotherapy processes and practices for the 21st century (pp. 128-153). New York: Wiley.

  • Snyder, C. R., Iriving, L., & Anderson, J. (1991). Hope and Health: Measuring the will and the ways. Hnadbook of social and clinical psychology (pp. 285-305). Elmsford, NY: Pergaman

  • Srivastava, S., McGonigal, K. M., Richards, J. M., Butler, E. A., & Gross, J. J. (2006). Optimism in close relationships: How seeing things in a positive light makes them so. Journal of Personality and Social Psychology, 91, 143-153.

  • Stajkovic, A. D., & Luthans, F. (1998). Self efficacy and work- related performance: A meta analyses. Psychological Bulletin, 124, 240-261.

  • Steers, R. M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22, 46-56.

  • Thoits, P. (1994). Stressors and problem solving: The individual as a psychological activity. Journal of Health and Social Behavior, 35, 143-160.

  • Tugade, M. M., & Fredrickson, B. L. (2004). Resilient individuals use positive emotions to bounce back from negative emotional experience. Journal of Personality and Social Psychology, 86, 320- 333.

  • Varma, R. (2010). Computing self efficacy among women in India. Journal of Women and Minorities in Science and Engneering, 16, 257-274.

  • Waite, P., & Richardson, G. (2004). Determining the efficacy of resiliency training in the worksite. Journal of Applied Health, 33, 178-183.

  • Wagnild, G. M., & Young, H. M., (1993). Development and psychometric evaluation of the resiliency scale. Journal of Nursing Management, 1, 165-178.

  • Weiner, Y. (1982). Commitment in organization: A normative view. Academic of Management Review, 7, 418-428.

  • Wright, T. A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as predictors of job performance. Journal of Occupational Health Psychology, 5, 84-94.

  • Youssef, C. M., & Luthans, F. (2007). Positive organizational behavior in the workplace: the impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800.

  • Zanna, M. P., & Rempel, J. K., (1988). Attitudes: A new look at an old concept. New York: Cambridge University Press.


Abstract Views: 469

PDF Views: 0




  • Psychological Capital and Work Attitudes:A Conceptual Analysis

Abstract Views: 469  |  PDF Views: 0

Authors

Bharat Chandra Sahoo
Pondicherry, Tamil Nadu, India
Surendra Kumar Sia
Pondicherry, Tamil Nadu, India
Niranjan Sahu
School and Mass Education Department, Government of Odisha, India
Aneesh V. Appu
Pondicherry, Tamil Nadu, India

Abstract


The major thrust of the present paper, pertaining to employees' growth and development at work, attempts a systematic analysis of attitudinal outcomes and performance improvement due to psychological capital. The constructs, namely psychological capital, and work attitudes like job involvement, job satisfaction, organisational commitment, cynicism, and turnover intention have been described. Based on far reaching Indian as well as western literature and findings, it is suggested that psychological capital would be positively related to desirable attitudes like job satisfaction, organisational commitment, and job involvement whereas negatively related to undesirable attitudes like organisational cynicisms and turnover intention. Through extensive literature and findings, the researcher is aiming to formulate a conceptual model of psychological capital based on propositions and to show how psychological capital is related to job attitudes. With respect to organisational development, this paper also covers practical implication where systematic intervention of psychological capital is given utmost priority. With reference to various organisations and workplaces, how psychological capital can be applied in a scientific direction through proper training, workshop, and web-based programme in order to promote healthy and balanced life.

Keywords


Psychological Capital, Job Satisfaction, Organisational Commitment, Job Involvement, Organisational Cynicism, Turnover Intention.

References