The links between psychological capital, social capital, and work-related performance – A study of service sales representatives

Relationship between psychological capital and mental health at higher education: Role of perceived social support as a mediator

Research in Positive Psychology has indicated a correlation between Psychological Capital (PsyCap) and Mental health (MH). However, the specific contribution of Perceived Social Support (PSS) in the connection between PsyCap and MH, particularly within higher education, remains uninvestigated. This study investigated how PSS could mediate the effect of PsyCap on students' MH using a cross-sectional research design. The sample encompassed 443 undergraduate graduate students at Huazhong University of Science and Technology in Wuhan, China. Results from Partial Least Squares Structural Equation Modeling (PLS-SEM) showed that both PsyCap (β = 0.815, t = 31.074, p < 0.000) and PSS (β = 0.405, t = 28.051, p < 0.000) have a positive impact on students' MH. Additionally, PSS was identified as a significant mediator in relation to students' MH (b = 0.080, t = 2.319, p < 0.020). This study emphasizes the importance of developing these factors in educational and support programs to enhance students' well-being. Moreover, the results offer significant conceptual and practical insights for higher education faculty, psychologists, and curriculum designers.

The Alchemy of Coaching: Psychological Capital as HERO within Coaches' Selves

The complex nature of coaching challenges instructional coaches (ICs) professionally as it requires them to deal with not only teachers' resistance, acceptance and expectation but also adhere to the complex and multifaceted roles that they are bearing. Psychological capital (PsyCap) has been upheld as an effective construct for defending against stress, negative emotions and burnout among educators. This phenomenological study explores ways in which PsyCap was experienced by Malaysian instructional coaches (ICs). Data were gathered from face-to-face interviews with seven instructional coaches purposefully selected from six different District Education Offices (DEOs) throughout Malaysia. Extracted from participants' own words and through the exploration performed, PsyCap was experienced by the participants through a sense of responsibility, positive resources and work commitment. This study highlights the importance of PsyCap as inner positive psychological resources that aided instructional coaches in their practice of coaching. In addition, this study suggests future research recommendations towards implementing PsyCap developmental training with another group of instructional coaches.

How does goal orientation affect employees' innovation behavior: Data from China

The study takes an interaction perspective to examine possible interaction effects of goal orientation, psychological capital, and organizational innovation climate aimed at enhancing employees' innovation behavior. A total sample of 398 employees were selected in Chinese enterprises. The descriptive statistical analyses, multiple regression, and bootstrap approach are adopted to test the interactive effects after controlling for gender, age, years for work of employees, type of enterprises, and industry. Results indicate that learning goal orientation and proving goal orientation have a positive effect on employees' innovation behavior through psychological capital. The positive relationship between psychological capital and employees' innovation behavior is stronger when employees perceive more organizational innovation climate. Additionally, the positive effect of learning goal orientation and proving goal orientation on employees' innovation behavior is stronger in high organizational innovation climate through high-level psychological capital than in low organizational innovation climate. However, the negative effect of avoiding goal orientation on innovation behavior is not significant. Finally, implications and further research are discussed.

The impact of organizational culture and leadership climate on organizational attractiveness and innovative behavior: a study of Norwegian hospital employees

BACKGROUND

In the domain of health services, little research has focused on how organizational culture, specifically internal market-oriented cultures (IMOCs), are associated with organizational climate resources, support for autonomy (SA), and whether and how IMOCs and SA are either individually or in combination related to employee perceptions of the attractiveness of the organization and their level of innovative behavior. These knowledge gaps in previous research motivated this study.

METHODS

A conceptual model was tested on a sample (N = 1008) of hospital employees. Partial least-squares structural equation modeling (PLS-SEM) was employed to test the conceptual models, using the SmartPLS 3 software. To test the mediator effect, a bootstrapping test was used to determine whether the direct and indirect effects were statistically significant, and when combining two tests, to determine the type of mediator effect.

RESULTS

The results can be summarized as four key findings: i) organizational culture (referring to an IMOC) was positively and directly related to SA (β = 0.87) and organizational attractiveness (β = 0.45); ii) SA was positively and directly related to both organizational attractiveness (β = 0.22) and employee individual innovative behavior (β = 0.37); iii) The relationships between an IMOC, SA, and employee innovative behavior were all mediated through organizational attractiveness; and iv) SA mediated the relationship between the IMOC and organizational attractiveness as well as that between the IMOC and employee innovative behavior.

CONCLUSIONS

Organizational culture, IMOC, organizational climate resources, and SA were highly correlated and necessary drivers of employee perceptions of organizational attractiveness and their innovative behavior. Managers of hospitals should consider IMOC and SA as two organizational resources that are potentially manageable and controllable. Consequently, managers should actively invest in these resources. Such investments will lead to resource capitalization that will improve both employee perceptions of organizational attractiveness as well as their innovative behavior.

Does Gratitude Ensure Workplace Happiness Among University Teachers? Examining the Role of Social and Psychological Capital and Spiritual Climate

The study examines the necessity and sufficiency of gratitude for supporting workplace happiness among Indian university teachers. It also explores the mediating effect of psychological capital and social capital in the relationship between gratitude and workplace happiness. The moderating effect of spiritual climate is investigated. A survey of 726 university staff in India was undertaken to examine the relationship between gratitude and workplace happiness. A series of statistical tests involving correlation, multiple regression, and necessary condition analysis was undertaken from the data set. The mediation effect of psychological capital and social capital was investigated using bootstrapping estimates using PROCESS Macro in SPSS. Also, the moderation effect of spiritual climate was explored using PROCESS Macro in SPSS. The results reveal that gratitude is both a sufficient and necessary condition for workplace happiness. It also suggests a significant mediating effect of psychological capital and social capital. Also, a significant effect of spiritual climate amid the relationship between gratitude and workplace happiness is concluded. The study is one of the first studies that explore the relationship between gratitude and workplace happiness. It examines the mechanism through which gratitude influences happiness in the workplace.

The Impact of Employees' Psychological Capital on Innovative Work Behavior: The Chain Mediating Effect of Knowledge Donating and Knowledge Collecting

This study aimed to test the mediating role of knowledge sharing, which includes two central processes of knowledge collecting and knowledge donating, in the relationship of psychological capital and innovative work behavior (IWB). The proposed theoretical framework was based on the theory of reasoned action and social exchange theory. In a field study, using a research sample of 345 valid leader-subordinate matching data, we tested three competitive models to explore the different mediating effects of knowledge collecting and donating. Results indicated that knowledge donating and knowledge collecting played a chain mediating role between psychological capital and IWB, and the independent mediating effect of knowledge collecting was also significant. From the perspective of knowledge sharing, the present study deeply analyzes the psychological processing mechanism of psychological capital on IWB, confirms the positive significance of knowledge donating at the individual level, and provides a new perspective for organizations to promote employees’ knowledge sharing and stimulate their IWB.

Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees

Background

There seems to be a consensus that a vision for an organization is a valuable thing for organizations to have. However, research on organizational vision has predominantly been studied from a leadership perspective. In contrast to previous research, organizational vision in this paper takes an employee perspective. Specifically, the purpose is to examine factors associated with the integration of organizational vision among employees in hospital organizations. Consequently, it focuses on a relatively neglected domain within health services research.

Methods

A conceptual model, centred on the concept of organizational vision integration, was developed and tested on a sample (N=1008) consisting of hospital employees. Partial least-squares structural equation modelling (PLS-SEM) was used to test the hypotheses, using SmartPLS 3 software. Furthermore, a bootstrapping test was used to inspect potential mediating effects. Specifically, the test assessed whether the proposed direct and indirect effects were statistically significant, and at the same time revealed the nature of the mediation effect.

Results

The results from the empirical study reveal three key findings: i) organizational vision integration among employees is directly and positively related to creative performance in their respective work role ( = 0.16). Organizational vision integration and employees psychological capital explains almost 40% (R² = 0.36) in employees creative performance, ii) psychological capital and employees perception of organizational attractiveness are directly and positively related to employees organizational vision integration ( = 0.19 and = 0.40, respectively) and explains about 30% (R² = 0.29) of employees organizational vision integration, iii) employees organizational vision integration mediates the relationship between employees psychological capital, perception of organizational attractiveness and employees creative performance.

Conclusions

Taking an employee perspective, this study contributes to revealing whether and how organizational vision matters and its impact on hospital employees work performance. To achieve organizational vision integration among hospital employees successfully, this study shows that it is important for hospital leaders to be aware of the pattern of impact of both personal as well as environmental-related factors.

Supplementary Information

The online version contains supplementary material available at 10.1186/s12913-021-06503-3.

Fostering innovative behavior in health organizations: a PLS-SEM analysis of Norwegian hospital employees

Background

Health organization research is experiencing a strong refocus on employees’ individual innovative behavior (IIB), revealing that many of the influential factors at work remain uncertain. Hence, this study empirically examines fostering of hospital employees’ IIB by focusing on direct and indirect relationships of organizational culture (here labeled internal market-oriented culture, IMOC), psychological capital (PsyCap), and organizational commitment (OC).

Methods

The study focused on a sample of 1008 hospital employees, using a partial least squares–structural equation modeling method to analyze and test the relationships hypothesized in this study. A multigroup comparison was performed to test the heterogeneity of personal characteristics. The indirect relationships of PsyCap were tested using mediator analyses.

Results

Our results reveal that IMOC has a positive and significant correlation to employees’ PsyCap and IIB. PsyCap is directly related to IIB and indirectly related to IMOC and IIB. Furthermore, the study found that IIB is related to OC.

Conclusions

This study extends the current debate on how IIB is fostered at work by examining PsyCap and IMOC as antecedents of IIB. The study has added to the IIB research area by examining the role of IIB on OC. The study is among the first attempts in its category to contribute to health organizations and managers by empirically examining the role of IMOC on employees’ PsyCap and IIB—and, in turn, their OC.

Supplementary Information

The online version contains supplementary material available at 10.1186/s12913-021-06505-1.

Employees’ psychological capital and innovative behavior in higher education

Purpose

The purpose of this study is to examine the role of psychological capital (PsyCap) among employees in the higher education (HE) sector. Specifically, the aim of this paper is threefold. First, this study explores the effect of psychological empowerment (PsyEmp) and the two organizational culture factors of clan and market on PsyCap. Second, the study also examines the relationships between PsyEmp, PsyCap and individual innovative behavior (IIB). Third, this paper examines the mediating role of PsyCap on IIB and PsyEmp.

Design/methodology/approach

A conceptual model was developed and tested on 250 university employees in Norway. Partial least squares structural equation modeling was used to analyze the data.

Findings

The analysis shows that both PsyCap and PsyEmp have a direct positive relationship with IIB. The results also reveal that PsyEmp, clan culture and market culture are all positively and significantly linked to PsyCap. The relationship between IIB and PsyEmp is also mediated by PsyCap.

Originality/value

This study extends the knowledge of PsyCap in the context of the HE sector. For managers, the study highlights the importance of investing in and managing employees’ PsyCap. In addition, although perceived PsyEmp at work can strengthen the level of IIB among employees, employees’ PsyCap can be much more influential. Furthermore, the study contributes new knowledge regarding the symbiotic nature of various organizational culture types and the benefits of having both a clan culture and a market culture in enhancing organizational capabilities.

The Effects of Psychological Capital and Internal Social Capital on Frontline Hotel Employees’ Adaptive Performance

This study examines the relationship between psychological capital, social capital, and adaptive performance in China’s lodging industry. Recent research has revealed that the production attributes of internal social capital can explain adaptive performance, and that psychological capital affects the relationship attributes of social capital. This raises the question of whether social capital might mediate between psychological capital and adaptive performance. Therefore, this study examined data from a sample of 304 hotel employees in China, using internal social capital as a mediating variable. The results confirmed that psychological capital has a significant positive impact on adaptive performance. Social capital also plays a mediating role partially between psychological capital and adaptive performance. The findings of this study contribute to the theoretical framework of psychological capital and adaptive performance and provide a new approach to human resource management in the lodging industry and other dynamically competitive service industries.

The impact of individual creativity, psychological capital, and leadership autonomy support on hospital employees' innovative behaviour

BACKGROUND

There is growing interest in and focus on healthcare services research to identify factors associated with innovation in healthcare organizations. However, previous innovation research has concentrated primarily on the organizational level. In contrast, this study focuses on innovation by individual employees. The specific aim is to examine factors with potential impact on individual employee innovation in hospital organizations. Thus, the study significantly deepens and broadens previous research on innovation in the domain of health services.

METHODS

A conceptual model was developed and tested on a sample of hospital employees (n = 1008). Partial least-squares structural equation modelling (PLS-SEM) was used to analyse the data with SmartPLS 3 software in two steps involving a measurement model and a structural model. Mediation analysis was used to test the proposed indirect effects.

RESULTS

Hospital employees' individual innovative behaviour is directly and positively associated with individual creativity (β = 0.440), psychological capital (β = 0.34) and leadership autonomy support (β = 0.07). The relationships between leadership autonomy support, psychological capital and individual innovative behaviour are all mediated by employees' creativity. Psychological capital mediates the relationship between leadership autonomy support and individual innovative behaviour. Overall, the proposed model explains 50% of the variance in hospital employees' innovative behaviour.

CONCLUSIONS

This study reveals a complex pattern of links between innovative behaviour and leadership autonomy support, employees' creativity and employees' psychological capital. However, the findings indicate that leadership autonomy support has an influential and multifaceted impact on hospital employees' innovative behaviour.

Analysis of the Influence of Entrepreneur's Psychological Capital on Employee's Innovation Behavior Under Leader-Member Exchange Relationship

How to make use of leaders' psychological capital to improve the innovation behavior of employees has become an important issue for the talent management of enterprises today, and it is also the goal that enterprises must pursue if they want to stand out in fierce competition. Therefore, a total of 154 enterprises in a high-tech area were selected for questionnaire survey in this study. The correlation between leader-member exchange (LMX) relationship (emotion, loyalty, contribution, and professional respect), leaders' psychological capital (confidence, hope, optimism, and tenacity), and employees' innovation behaviors were analyzed based on multivariate regression. Hierarchical regression method was used to examine the mediating effect of the LMX. It was found that confidence, toughness, and contribution were significantly positively correlated with employee innovation behavior (p < 0.001). The positive correlation between hope, optimism, emotion, and loyalty with employees' innovation behavior was significant (p < 0.05). Besides, emotion, loyalty, and contribution had mediating effects on the leaders' psychological capital and the innovation behavior of employees. In conclusion, leaders' psychological capital can have a significant positive effect on the innovation behavior of employees directly, and it can also have an indirect positive effect on the innovation behavior of employees by maintaining high quality LMX.