Journal articles on the topic 'Employees psychology'
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1
Liu, Qijun. "The Research on The Relationship Between Employee Psychology and Work Performance." Highlights in Business, Economics and Management 37 (July 18, 2024): 241–45. http://dx.doi.org/10.54097/mgnbq760.
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Employees' psychological well-being influences how well they operate at work., the subject of a paper examining the link between employee psychology and performance. Research shows that there is a strong relationship between employees’ mental health and their performance at work. First, mental health issues, such as anxiety and depression, can lead to poor concentration and mood swings in employees, which can reduce job performance. Secondly, positive psychological states, such as job satisfaction and emotional stability, are positively related to employees' creativity and innovation capabilities. This means that employees in a positive psychological state are more likely to realize their potential and improve their performance levels. Additionally, the relationship between the employee and the organization also has an impact on the link between psychology and performance. A good organizational climate, supportive leadership, and a fair reward system can help improve employees' mental health and, in turn, their performance. Therefore, since this has a big impact on enhancing employee performance, it is imperative that employers pay attention to the mental health of their staff and provide a welcoming and comfortable work environment.
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Zhao, Jie, Dongyang Wang, and XiaoFai Gao. "The curvilinear relation between coworker knowledge hiding and employee job crafting." Social Behavior and Personality: an international journal 51, no. 11 (November 1, 2023): 1–12. http://dx.doi.org/10.2224/sbp.12718.
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Drawing on relative deprivation theory, we explored the mechanism for the influence of coworker knowledge hiding on employee job crafting and the moderating role of supervisor developmental feedback from the perspective of status competition. Thus, we tested the tripartite interpersonal interactions among knowledge-hiding individuals, knowledge-seeking employees, and supervisors. We conducted a two-wave time-lagged study on 354 employees who worked for Chinese owned and operated companies in China. We found that there was an inverted U-shaped relationship between coworker knowledge hiding and employee job crafting, in which an employee's sense of relative deprivation played a mediating role. Furthermore, supervisor developmental feedback negatively moderated the relationship between coworker knowledge hiding and an employee's sense of relative deprivation. To increase the level of employee job crafting, managers should pay attention to the degree of employeeâ–™s sense of relative deprivation and attempt to moderate that by providing supervisor developmental feedback.
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Chintalapti, Neelima Rani. "Impact of employee motivation on work performance." ANUSANDHAN – NDIM's Journal of Business and Management Research 3, no. 2 (August 31, 2021): 24–33. http://dx.doi.org/10.56411/anusandhan.2021.v3i2.24-33.
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This paper endeavors to understand how an employee work performance could be influenced by the motivation ,as the employee work performance excel or fail depends upon the motivation .The research aims to define and understand the role of motivation on employees performance. To determine the motivation's root cause in employee's efficiency various theories of motivations are studied and their correlation with employee performance are detailed. The findings justified the influence on employees psychology and its high influence on employee work efficiency and effectiveness. The research will prove beneficial for researchers to understand the concept of motivation in organization behavior.
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Dos Santos, Luis M. "The Relationship between Organisational Psychology and Career Decision: A Study of Hospitality and Tourism Professionals." Academic Journal of Interdisciplinary Studies 10, no. 3 (May 10, 2021): 25. http://dx.doi.org/10.36941/ajis-2021-0061.
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Hospitality and tourism management is one of the rapid growth industries over the decades due to transportation developments. However, a significant concern of the current hospitality and tourism industry is frequent and high-level of employee turnover rate. The hospitality and tourism industry always required vocational skills and practical experiences which professionals could not gain from other business sectors and universities. Therefore, the replacement of employees, regardless of their grading and positions, is significantly expensive due to the additional costs of training and professional development. The purpose of this study is to explore and understand the reasons and motivations that cause employees and professionals in the field of hospitality to remain. Based on the Social Cognitive Career Theory, the results indicated that the sense of belonging and the balance between family responsibilities and work served as two of the key themes for their career decision. The results of this study may indicate that hotel leaders, managers, human resources planners and employers should take the results of this study as the opportunity to reform, polish and develop their employee’s satisfaction plan, training programmes and human resources planning in order to increase the satisfaction of their employees and reduce the turnover rate. Received: 11 February 2021 / Accepted: 30 March 2021 / Published: 10 May 2021
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Budiana, I. Made. "KINERJA KARYAWAN DITINJAU DARI KEPUASAN KERJA DAN KOMITMEN ORGANISASI." JURNAL LENTERA BISNIS 12, no. 3 (September 11, 2023): 996. http://dx.doi.org/10.34127/jrlab.v12i3.1032.
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Employee performance is very important aspect for every organization. Employee performance is determined as the achievements obtained by employees both qualitatively and quantitatively. The aim of this research is to examine the role of job satisfaction and organizational commitment on the performance of motor vehicle claims employees at PT. CAI. Job satisfaction is the result of employees' thoughts and feelings which describe the importance or unimportance, likes or dislikes of the employee's assessment of their work. Meanwhile, organizational commitment is an individual's interest in the values and goals of the organization. Data was taken from (N=25) motor vehicle claims officers using measuring instruments from Faculty of Psychology, Tarumanagara University. The research results show that job satisfaction does not have a significant effect on performance. Organizational commitment also shows no significant effect on performance. This research is very important to enrich theoretical studies of specific factors that influence employees
Keywords: Job Satisfaction, Organizational Commmitment, Employees Performance
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Wu, Di, Haitianyu Lin, and Zhongming Wang. "Dampening entrepreneurial passion: The effect of observational monitoring on startup venture employees." Social Behavior and Personality: an international journal 49, no. 2 (February 4, 2021): 1–14. http://dx.doi.org/10.2224/sbp.9836.
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Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring were mitigated. Theoretical and practical implications of these findings are discussed.
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Et al., Asiah Bidin. "LEGAL POSITION OF DOUBLE EMPLOYMENT IN MALAYSIA." Psychology and Education Journal 58, no. 2 (February 1, 2021): 1611–17. http://dx.doi.org/10.17762/pae.v58i2.2316.
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Double employment is a situation where an employee holds double paid jobs, either as an employee or as being self-employed. The issue of double employment has been subject to discussion and even has brought to industrial dispute between employer and employee which require the judicial intervention. While some employers allow their employees to engage in double employment, there are few legislations clearly prohibit this practice. In Malaysia, as to date there is no specific law regulating double employment by employees. This article aims to analyse the position of double employment in Malaysia.
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Istiqomah, Istiqomah, and Ayatullah Kutub Hardew. "Dynamics of Employee Engagement in Psychology Bureau Companies." Psikoborneo: Jurnal Ilmiah Psikologi 12, no. 2 (June 10, 2024): 196. http://dx.doi.org/10.30872/psikoborneo.v12i2.15441.
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Employee engagement is the commitment of employees to perform corporate tasks to achieve their goals, this commitment is in the form of employee involvement in work duties involving work roles, physical, cognitive and emotional conditions. Employees with corporate engagement are usually tied to companies that are in government agencies, large companies that are still in government agencies. Meanwhile, many private companies have unique work systems such as the X psychology bureau, which operates in the field of service providers for psychological services, especially in the field of organizational industry. The X psychology bureau requires a high employee commitment to the company's performance system referring to the project as agreed with the client, so employees will have a flexible work system following the client's demands. This research aims to find out the dynamics of employee engagement in X's psychology bureau which makes employees willing to work for the company. This study used a qualitative method of phenomenology type, with three main subjects in depth and one significant tothers, data analysis in this study using the Interpretative Phenomenologic Analysis (IPA) method. The results of this study show employees have engagement in the company due to support, facilities provided by companies such as a positive working environment, development of employees' self-potential by providing projects according to employees' working styles and being able to prepare employees for career. This study was able to provide implications for subsequent research to be able to develop and explore the theme of engagement at a company's psychology bureau that has a unique work system referring to a project based on an agreement with the client.Employee engagement merupakan komitmen karyawan dalam menjalankan tugas perusahaan untuk mencapai tujuannya, komitmen karyawan ini berupa keterlibatan karyawan dalam menjalankan tugas kerja yang melibatkan peran kerja, kondisi fisik, kognitif dan emosi. Karyawan yang memiliki engagement pada perusahaan biasanya terikat dengan perusahaan yang berada diinstansi pemerintah, perusahaan besar yang masih berada di instansi pemerintahan. Sementara itu banyak perusahaan swasta yang memiliki sistem kerja yang unik seperti pada biro psikologi X yang bergerak pada bidang penyedia jasa untuk layanan psikologi khususnya dalam bidang indutri organisasai. Biro psikologi X memerlukan komitmen karyawan yang tinggi untuk sistem kinerja perusahaan yang mengacu pada projek sesuai kesepakatan dengan klien, sehingga karyawan akan memiliki sistem kerja yang fleksibel mengikuti permintaan klien. Penelitian ini bertujuan untuk mengetahui dinamika employee engagement pada perusahaan biro psikologi X yang membuat karyawan bersedia bekerja diperusahaan. Penelitian ini menggunakan metode kualitatif jenis fenomenologi, dengan tiga subjek utama secara mendalam dan satu significant others, analisis data pada penelitian ini menggunakan metode Interpretative Phenomenologic Analysis (IPA). Hasil dari penelitian ini menunjukan karyawan memiliki engagement pada perusahaan karena terdapat dukungan, fasilitas yang diberikan oleh perusahaan seperti lingkungan kerja yang positif, pengembangan potensi diri karyawan dengan memberikan projek sesuai dengan gaya bekerja karyawan serta mampu mempersiapkan karyawan untuk ke jenjang karier. Penelitian ini mampu memberikan implikasi kepada penelitian selanjutnya untuk mampu mengembangkan dan menggali tema engagement pada perusahaan biro psikologi yang memiliki sistem kerja yang unik mengacu pada projek berdasarkan kesepakatan dengan klien.
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Nurhidayati, Restu, and Aulia Ramadhani. "Analisis Psychology Capital dan Kinerja Pegawai Puskesmas Rasana’e Timur Kota Bima." Journal of Education, Humaniora and Social Sciences (JEHSS) 5, no. 2 (November 9, 2022): 1248–56. http://dx.doi.org/10.34007/jehss.v5i2.1476.
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The research to describe psychological capital and employee performance in east Puskemas Rasana’e. The focus of this study is on psychological capital and employee performance. The method of this research is descriptive. Populations in this research are PNS 49 employees. The sampling used in this research is total sampling. Data on this research was collected by a questioner and shared with all employees, as many as 49 respondents. The result is that employees had good psychological capital with a score of 4.70. This above-value average has a minimum of 1 maximal 6. And employee performance had a good score of 3.30. This above-value average has a minimum of 1 maximal 5. Psychology capital has four dimensions: (self-efficacy, hope, resilience, and optimism). Each dimension has a contribution to every person's ability to do the job optimally. Employee performance means the employee is capable of a good task.
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Tian, Xizhou, and Yongjian Pu. "AN ARTIFICIAL NEURAL NETWORK APPROACH TO HOTEL EMPLOYEE SATISFACTION: THE CASE OF CHINA." Social Behavior and Personality: an international journal 36, no. 4 (January 1, 2008): 467–82. http://dx.doi.org/10.2224/sbp.2008.36.4.467.
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At present, the hotel employment sector in China has a high rate of employee turnover compared to other services. This is not unlike other countries. The reason for the turnover among hotel employees may be lower worker satisfaction resulting in decreased – or no – loyalty to employers. This study was based on an Artificial Neural Network (ANN). The factors influencing employee satisfaction were examined and the impacts of demographic characteristics on hotel employee satisfaction were analyzed. Results show that hotel employee satisfaction in China is low, hotel employee satisfaction differs by age and gender, and that professional development opportunities for employees and the long-term growth prospects of the hotels themselves are the most important contributors to employee satisfaction. On the basis of these findings, several recommendations for improving employee satisfaction, thereby sustaining the long-term economic health of China's hospitality industry, are provided.
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Lubis, Doli Maulana Gama Samudera, Shirley Melita S. Meliala, Faadhil, and Khairuddin. "Leadership Style and its Influence on Employee Well-Being and Productivity: Industrial and Organizational Psychology Perspectives." Journal of Psychology and Behavior Studies 3, no. 2 (November 30, 2023): 57–61. http://dx.doi.org/10.32996/jpbs.2023.3.2.5.
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This study aims to analyze and explain leadership styles and their effects on employee welfare and productivity. Through his leadership style, a leader can influence well-being and job satisfaction by paying attention to and meeting the needs of his employees. If employee needs have been met, employees will work as much as possible towards increasing work productivity. Therefore, a leadership style is needed that can affect the welfare and productivity of employees with an Industrial Psychology approach. The method used in this study can be classified as descriptive research, meaning by researching and holding discussions and describing systematically, then looking for relationships from these source data to get a desired conclusion for the solution faced. The results of this study show that a good leadership style and organizational culture can foster commitment in employees. Commitment in the organization is a trigger for organizational success. The role of psychology in psychology is to answer psychological problems by integrating industry and organizations as a practical way to solve problems that arise.
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Chen, Shyh-jer, Pei-fen Lin, Chia-mei Lu, and Chiung-wen Tsao. "THE MODERATION EFFECT OF HR STRENGTH ON THE RELATIONSHIP BETWEEN EMPLOYEE COMMITMENT AND JOB PERFORMANCE." Social Behavior and Personality: an international journal 35, no. 8 (January 1, 2007): 1121–38. http://dx.doi.org/10.2224/sbp.2007.35.8.1121.
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In this study a hierarchical linear model was employed to identify the specific relationships between employee affective commitment, employee perceptions of HR practices and job performance, and the moderating effect of HR strength was examined, using the extent to which employers and employees share the same perceptions of HR practices as a proxy for consistency. The data were collected via structured questionnaire from hairdressing salons throughout Taiwan. Usable questionnaires from 307 hairdressers and 103 shop owners constituted individual- and organizational-levels of data. We found that the more consistent the perception of HR practices between hairdressers and shop owners, the greater the employee affective commitment to the organization, emphasizing the value of HR practices in communicating clear and direct signals to employees regarding norms and expectations.
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Sharma, Roy Kshemendra. "Artificial Intelligence, Machine Learning and the Reconstruction of Employee Psychology." NHRD Network Journal 13, no. 4 (October 2020): 472–79. http://dx.doi.org/10.1177/2631454120971912.
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Artificial intelligence (AI) and machine learning (ML) are opening up important avenues of value creation inside organisations. Value creation will be strengthened if AI and ML are conceptualised using theoretical anchors rooted in a strong understanding of employee psychology. Organisations need to address anxieties of employees and assure them that AI and ML are aids in improving their productivity. They need to communicate to employees that AI and ML are not meant to displace employees from their jobs. Organisations face another dilemma regarding how to use AI and ML to draw upon the tacit knowledge and judgement of human actors to make more effective business decisions.
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Chen, Long, Ming Chen, Hengjie Zhang, and Xiao-Ming Yan. "Interrupting the crossover effect of leader's role overload on employee's negative affect: the moderating role of self-concordance goal." Journal of Managerial Psychology 37, no. 4 (December 17, 2021): 361–78. http://dx.doi.org/10.1108/jmp-04-2021-0219.
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PurposeThe purpose of the study is to examine the crossover effect of leader's role overload on employee's negative affect. More importantly, the stuy will identify the buffering role of self-concordance goal on the relationship between leader's role overload and employee's negative affect.Design/methodology/approachThe study builds the crossover impact of leader's role overload on employee's negative affect as well as the moderating effect of self-concordance goal. By a two-wave and paired data from 51 leaders and 225 employees, the study examines the hypothesis using cross-level analysis.FindingsResults show that leader's role overload tends to reduce negative affect for employees who pursue high-level self-concordance goal and increase negative affect for employees who pursue low-level self-concordance goal.Practical implicationsIt is important for employees to get rid of negative affect in the workplace. The study informs managers the benefits of pursuing self-concordance goals in helping employees alleviate the negative effect of leader's role overload.Originality/valueFindings of the present study can enrich the literature of the crossover process from leader to employee and offer management strategy for enterprises about how to buffer the damaging effect of leader's role overload on employees.
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Simatupang, Marhisar, Lania Muharsih, Nur Ainy Sadijah, Randwitya Ayu Ganis Hemasti, Ahmad Paisal Gozali, and Kurnia Pratiwi. "PERAN EMPLOYEE AGILITY DAN EMPLOYEE ENGAGEMENT TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR PADA KARYAWAN DI KARAWANG." JURNAL ILMIAH GLOBAL EDUCATION 4, no. 2 (June 7, 2023): 572–78. http://dx.doi.org/10.55681/jige.v4i2.569.
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The behavior of employees at work determines the success or failure of the company in achieving the vision and mission that has been set. Increasingly high business competition requires quality human resources, totality and agility in work. This study aims to determine the role of employee agility and employee engagement on organizational citizenship behavior among employees in the Employee District. The sample used in this study were 92 employees and the sampling technique used was snowball sampling. The scale used is the Psychology scale which consists of organization citizenship behavior, employee agility and employee engagement scales. Data analysis used SPSS software version 26. The results of the study found that there was an effect of employee agility and employee engagement on organizational citizenship behavior among employees in Karawang.
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Yang, Jun, Yonghong Liu, Madelynn Stackhouse, and Wei Wang. "Forgiveness and attribution: when abusive supervision enhances performance." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 575–87. http://dx.doi.org/10.1108/jmp-04-2019-0239.
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PurposeWhile much research shows that abusive supervision reduces employee performance, the purpose of this study is to reverse the lens to question how and under what circumstances abusive supervision leads to enhanced employee performance. The authors argue that the linkages between abusive supervision and employee performance occurs via performance-promotion attributions and that employee levels of dispositional forgiveness alter the relationship between abusive supervision and employee interpretations of abuse, such that more forgiving individuals interpret abuse as more benign behavior designed to help them perform better (i.e. are performance promoting).Design/methodology/approachIn a three-wave field survey of 318 employees matched with 89 supervisors, employees completed measures of dispositional forgiveness (Time 1) abusive supervision (Time 1), and performance-promotion attributions of abusive supervision's motives (Time 2). Supervisors rated the job performance of their employees (Time 3). Multilevel structural equation modeling was employed to test a multilevel moderated mediation model.FindingsThe findings indicate abusive supervision predicts diminished employee performance only when employees are low in dispositional forgiveness, explained by lowered performance-promotion attributions for abusive supervision.Originality/valueThis study is the first to explore the mechanism (i.e. attribution of abusive supervision's motives to be performance-promoting) and the condition (i.e. employee's high forgiveness) under which abusive supervision may be performance enhancing. It extends the research of abusive supervision on employees' constructive reactions, as well as the effect of dispositional forgiveness on how it reframes employees' attributions of workplace mistreatment.
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Shukla, Tannu, and Yerragola Prakash. "Empowering Growth: Leveraging Training Needs Analysis for Companies Success." International Journal of Multidisciplinary Research in Science, Engineering and Technology 7, no. 05 (May 17, 2024): 10159–62. http://dx.doi.org/10.15680/ijmrset.2024.0705094.
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Employees are critical to the delivery of high-quality service and the retention of satisfied and loyal consumers. Among the various factors that contribute to this end, work engagement among employees has captured the interest of practitioners and academics in the fields of business, human resource development, and organizational psychology, on the grounds that engaged employees are more likely to exhibit high-quality performance in the workplace. Meanwhile. Training and Development (T&D) practices are thought to add to employee’s engagement in their workplace. The current study sought to explore the impact of Training and Development practices on overall employee engagement as well as various employee engagement characteristics. Job Satisfaction, Organizational Commitment, Advocacy, Pride, Intention to Stay, and Emotional Connect are the factors. Primary data from 101 respondents was collected via a self- administered questionnaire. The study's findings demonstrated that training and development have a substantial impact on job satisfaction, organizational commitment, advocacy, pride, intention to stay, and total employee engagement score. An engaged employee with the proper attitude, abilities, and expertise is regarded critical for organizational success. It does, however, acknowledge a dearth of significant research findings that show the positive or negative impact of training on employee impression.
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Lee, Soojung, and Jeongkoo Yoon. "Does the authenticity of corporate social responsibility affect employee commitment?" Social Behavior and Personality: an international journal 46, no. 4 (April 5, 2018): 617–32. http://dx.doi.org/10.2224/sbp.6475.
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We investigated how employees' perceptions of the internal (endorsed by the firm and in line with its mission and values) and external (driven by practical or instrumental benefits) legitimacy of their firm's corporate social responsibility (CSR) activities influence their work orientations. Specifically, we believed that internal legitimacy would be considered more authentic than would external legitimacy, and that it would have a more positive influence on employees' organizational identification and affective attachment. We conducted a field survey using employee data from 38 firms listed on the Dow Jones Sustainability Index Korea in 2009. As predicted, external legitimacy reduced employee's perception of CSR authenticity whereas internal legitimacy increased it. Perceived CSR authenticity was also found to be an important mediator in the relationship between employees' legitimacy perceptions and their work orientations. The results supported most of our hypotheses; implications of these findings are discussed.
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KHVATOVA, Olena. "PSYCHOLOGY OF INDIVIDUAL MANAGEMENT STYLE." Dnipro Academy of Continuing Education Herald. Series: Public Management and Administration, Vol. 1 No. 1 (2024) (June 6, 2024): 12–18. http://dx.doi.org/10.54891/2786-698x-2024-1-2.
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The work of a manager is multifaceted. To successfully run an efficient business, make the best decisions, and work with people, a talented leader must combine abilities, experience, knowledge, and the ability to apply them. A manager must be trained in many areas of activity. However, the most interesting of these is the field of psychology. The work of a manager is, first and foremost, work with people, which is one of the most difficult activities. This alone creates the need for psychological training of a manager. A manager must know how to behave with employees, adjust his or her behavior depending on their state of mind, be able to identify the strengths of employees and notice their shortcomings in order to distribute personnel as efficiently as possible. The manager's duty is to create a strong, well-coordinated team in which each member has his or her place, where the possibility of conflict situations is minimized, and which is able to work in a coordinated and effective manner. The manager should study and use those environmental factors that have a favorable impact on the performers and increase the efficiency of the team. In performing the educational function, the manager must activate and develop personal qualities in employees that contribute to more fruitful work of the individual employee and the team as a whole. All of these multifaceted functions of a manager cannot be performed without sufficient knowledge of psychology and experience in applying it in practice.
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Ahmad, Norzieiriani, Nazlina Zakaria, and Munawar Javed Ahmad. "Role of Internal Marketing Practices in the Service Recovery Performance of Call Center Employees." 2021, VOL. 36, NO. 2 36, no. 2 (June 30, 2021): 157–75. http://dx.doi.org/10.33824/pjpr.2021.36.2.10.
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The purpose of this study was to investigate whether the internal marketing philosophy is applicable to call centers operating in Pakistan. This study attempted to investigate the role of internal marketing practices assess through internal communication (Huang & Rundle-Thiele, 2014), employee rewards (Boshoff & Allen, 2000), employee training (Boshoff & Allen, 2000), and employee empowerment (Yavas, Karatepe, Avci, & Tekinkus, 2003) on the service recovery performance (Boshoff & Allen, 2000) of call center employees working in inbound telecom call centers. Primary data were collected through a self-administered questionnaire from 15 telecom call centers located in three major cities namely Karachi, Lahore, and Islamabad. A simple random sampling technique was implemented to collect data from 318 male and female respondents. Results showed that internal communication, employee rewards and employee training were positively linked with service recovery performance, while a nonsignificant relationship was found between employee empowerment and service recovery performance. Results revealed that internal marketing practices influence toward frontline employee’s service recovery performance. Findings suggested that the call centers operating in the Asian region, especially, in Pakistan, should focus on internal marketing practices to enhance the service recovery performance of the frontline employees.
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Yainahu, Hairani, Devi Damayanti, and Devi Damayanti. "Job Satisfaction of TPK Group Yogyakarta Employees: Organizational and Industrial Psychology Perspectives." GUIDENA: Jurnal Ilmu Pendidikan, Psikologi, Bimbingan dan Konseling 10, no. 1 (December 30, 2019): 12. http://dx.doi.org/10.24127/gdn.v10i1.2662.
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The purpose of this study was to see an overview of the level of job satisfaction of TPK Group employees in general from nine aspects; salary, promotion, supervision, benefits, rewards, operational procedures, co-workers, nature of work, and communication. This research is also to see aspects that affect job satisfaction and aspects that do not affect job satisfaction. The research method used is descriptive quantitative as a primary data collection tool and is supported by interviews. The subjects of this study were 43 employees of TPK Group Yogyakarta. The results showed that out of 43 employees, 16% (7 employees) had a high level of job satisfaction, 65% (28 employees) had a moderate job satisfaction level, and 19% (8 employees) had a low job satisfaction level. The supervision aspect has the highest effect value on job satisfaction, while allowances, operational procedures, and promotions get the lowest score related to employee job satisfaction at PT TPK Group. From the results of this study, it is suggested that companies/leaders need to conduct evaluations to improve systems and human resources so that the goals of the company can be achieved and improved.
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Rogelberg, Steven G., Alexandra Luong, Matthew E. Sederburg, and Dean S. Cristol. "Employee attitude surveys: Examining the attitudes of noncompliant employees." Journal of Applied Psychology 85, no. 2 (April 2000): 284–93. http://dx.doi.org/10.1037/0021-9010.85.2.284.
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Dobrowolska, Małgorzata. "The Significance of Work Productivity in the Context of Non-Standard Employment." Interdisciplinary Journal of Labor and Economics 14, no. 1 (March 14, 2024): 1–7. http://dx.doi.org/10.62693/837ztq77n.
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Work productivity holds immense importance for all employers, irrespective of whether they employ traditional or flexible solutions. Most human resource management strategies focus on tools conducive to employee efficiency, thereby enhancing organizational effectiveness and productivity. When exploring various psychological variables relevant to the psychology of work and organizations, popularity and productivity emerge as critical, as productivity correlates with all other psychological dimensions due to the ongoing pursuit of enhancing workplace efficiency. This article presents research findings from a study involving n=2118 non-standard employees.
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Niu, Yitong. "Enlightenment of Positive Psychology on Human Resource Management." Modern Management Forum 5, no. 1 (April 10, 2021): 30. http://dx.doi.org/10.18686/mmf.v5i1.3169.
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This paper analyzes the concept and main ideas of positive psychology, discusses the theoretical basis of applying the principle of positive psychology to human resource management, analyzes the problems encountered in the development of modern enterprise organization from a practical point of view, and discusses its enlightenment to human resource management of enterprises. From how to establish enterprise culture and create a positive working environment for enterprise organization, to training enterprise employees, including employee recruitment, employee motivation, employee training and career planning. It has good practical value for the management and development of human resources in enterprises.
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Tang, Xiu-Li, Ying-Kang Gu, and Lijuan Cui. "Influence of leader and employee emotional labor on service performance: A hierarchical linear modeling approach." Social Behavior and Personality: an international journal 45, no. 8 (September 13, 2017): 1233–44. http://dx.doi.org/10.2224/sbp.6152.
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Given the importance of emotional labor for service-oriented enterprises, it is highly valuable to explore how leader emotional labor affects the emotional labor strategy used by employees. This study was based on affective events theory and we used hierarchical linear modeling to explore cross-hierarchical relationships among leader emotional labor, employee emotional labor, and employee service performance. We tested the model with data from 534 employees and their immediate leaders working in 23 service-oriented enterprises in China. Results showed that leaders' surface acting positively influenced employees' surface acting, and leaders' deep acting positively influenced employees' deep acting and service performance. Employees' deep acting mediated the relationship between leaders' deep acting and employee service performance. Our findings enhance understanding of leader emotional labor and help to advance emotional labor theory in the leadership context.
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Ge, Yuanqin. "Psychological safety, employee voice, and work engagement." Social Behavior and Personality: an international journal 48, no. 3 (March 3, 2020): 1–7. http://dx.doi.org/10.2224/sbp.8907.
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I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented.
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Gashema, Bruce, and Misago Isae Kadhafi. "Advancing employee’s innovative work behaviors in the workplace." Bussecon Review of Social Sciences (2687-2285) 2, no. 1 (February 25, 2020): 13–26. http://dx.doi.org/10.36096/brss.v2i1.178.
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Despite the mounting evidence that leadership can fuel the innovation behavior of employees, yet no study considered the psychological state of employees in such a relationship while Psychology is the primary root of human feelings and behavior. In this regard, this study uses the integrative approach of transformational leadership theory and positive psychology to uncover the pivotal role of positive psychological capital (PsyCap) and perceived effort-reward fairness in the relationship between transformational leadership (TFL) and employee’s innovation behavior. Data collected from 14 banking institutions operating in Rwanda (412 total respondents) were analyzed using structural equation modeling and findings support our hypothesized model
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Andhi Supriyadi and Rumanul Hidayat. "Analysis Of Employee Job Satisfaction With Work Stress, Work Environment And Work Life Balance As Predictors At CV Imexindo Nusantara." INTERNATIONAL CONFERENCE ON DIGITAL ADVANCE TOURISM, MANAGEMENT AND TECHNOLOGY 1, no. 2 (December 31, 2023): 605–16. http://dx.doi.org/10.56910/ictmt.v1i2.131.
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Employees must be effectively managed as a valuable asset for a firm in order to maximize their contribution. Psychological factors relating to employee psychology, social factors relating to social interactions between employees and their superiors and coworkers, financial factors relating to employee salaries, and physical factors relating to timing, rest time, and conditions of the work environment are factors which influence employee job satisfaction. This study was conducted at CV IMEXINDO NUSANTARA, and a sample of up to 112 employees out of 155 was used. The analysis's findings indicate that factors including stress at work, the workplace environment, and work-life balance have an impact on job satisfaction variables in CV IMEXINDO NUSANTARA both alone and jointly
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Emmerich, Astrid Ingrid, Michael Knoll, and Thomas Rigotti. "The Authenticity of the Others: How Teammates’ Authenticity Relates to Our Well-Being." Small Group Research 51, no. 2 (October 4, 2019): 175–207. http://dx.doi.org/10.1177/1046496419874877.
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Although prior research has linked being authentic to individual well-being, little is known about authenticity’s external effects, that is, whether being around those who are authentic is good or bad for us. Integrating authenticity research and social penetration theory, we propose that others’ authenticity facilitates a number of positive intra- and interpersonal processes. Using a sample of 715 employees nested in 109 teams working for a nonprofit organization, we found that teammate authenticity relates positively to focal employees’ work engagement and negatively to their emotional exhaustion. While teammate authenticity explained incremental validity in both outcomes beyond the focal employee’s self-authenticity, it did not moderate the link from self-authenticity to well-being. Thus, instead of further facilitating beneficial intra-individual processes, being around authentic teammates seems to trigger distinct beneficial (social) processes that are neglected when focusing merely on the authenticity of the individual employee.
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Wang, Ching-Wen, Po-Chang Lin, and Chyuan Sha. "Employee Problems and Their Consequences in the Technology Industry: Evidence from Surveys and Counseling Records." Psychological Reports 114, no. 3 (June 2014): 687–719. http://dx.doi.org/10.2466/01.02.pr0.114k24w2.
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To support employees' work and health, organizations should help employees cope with common problems. Previous studies have focused primarily on work-related problems across multiple industries rather than on evaluating industry-specific issues. Here, two approaches identified common work and nonwork employee problems in the technology industry with the strongest correlations with psychosomatic health and life satisfaction. Study 1 used questionnaires to identify the problems that were perceived as the most frequent by lower-level employees ( N=355) working in the technology industry. Study 2 evaluated employees' coping behaviors by analyzing (with permission) counseling records collected from an employee assistance service company ( N=276). Employees reported a variety of problems; work problems were the only problems (of the top 5 problems) reported in both studies. Several problems emerged in the counseling records (e.g., legal issues, career development, family and marriage problems, and emotional problems) but not in the surveys. Future research should apply these observations to develop scales for measuring employee stressors.
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Al-Hawari, Mohd A., Shaker Bani-Melhem, and Faridahwati Mohd Shamsudin. "Determinants of frontline employee service innovative behavior." Management Research Review 42, no. 9 (September 16, 2019): 1076–94. http://dx.doi.org/10.1108/mrr-07-2018-0266.
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Purpose The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior. Design/methodology/approach The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22. Findings Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it. Practical implications This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing. Originality/value The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.
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Souka, Mohamed, Markus Rump, Michael Löffler, and Reinhold Decker. "Enhancing Internal Branding Outcomes through Customer Experience Management: New Empirical Insights from the Automotive Industry." Marketing ZFP 45, no. 2 (2023): 22–34. http://dx.doi.org/10.15358/0344-1369-2023-2-22.
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Companies increasingly strive to optimise the external customer experience by systematically building on customer experience management (CEM). Based on the internal carleasing service of Porsche AG, this article shows how leaders can correspondingly benefit from applying this expertise to their employees’ interactions when offering services or benefits that are similar to the company’s external offerings. By doing so, companies can authentically demonstrate brand values and actively engage employees in a positive brand experience, thus enhancing internal branding outcomes. The results of a qualitative study provide a set of directions and actions to guide managers towards the internal implementation of CEM in various sectors. Furthermore, the findings of a subsequent quantitative study reveal that this implementation can lead to positive impacts on employee satisfaction with the offered service, enhance loyalty towards employers as well as improve employee brand knowledge, belief in brand and brand endorsement.
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Meng, Junqi, and Zhiyong Liu. "Examining the effect of challenging and threatening work stress on employees' innovative behavior." Social Behavior and Personality: an international journal 51, no. 4 (April 5, 2023): 1–12. http://dx.doi.org/10.2224/sbp.12144.
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The purpose of this study was to explore the influence mechanism of challenging and threatening work stress on employees' innovative behavior, and to examine the mediating role of psychological distance and the moderating role of employment relationships. A web-based survey of 498 employees was conducted. The main findings were as follows: (a) Challenging stress had a significant and positive impact on innovative employee behavior, whereas threatening stress negatively affected innovative employee behavior, (b) psychological distance mediated the relationship between both challenging and threatening stress and employees' innovative behavior, and (c) the employment relationship positively moderated the relationship between challenging stress and employees' innovative behavior and negatively moderated the relationship between threatening stress and employees' innovative behavior. Implications are pointed out and suggestions provided for management personnel who are searching for ways to encourage employees' innovative behavior in firms where there is work stress.
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Chang, Zhou. "A Review of Research on the Relationship Between Pay for Performance and Employee Creativity." Highlights in Business, Economics and Management 17 (August 31, 2023): 144–52. http://dx.doi.org/10.54097/hbem.v17i.11079.
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Innovation is the primary driving force for China's economic development and transformation. Innovation-driven strategy is the primary strategy for China's economic development. Enterprises are the main body of the market economy. Among them, employees are the source of enterprise development. How to promote employee creativity in enterprise management is also a key consideration for managers. Chinese enterprises are in an important period of compensation system reform. The innovation-driven development strategy urgently needs enterprises to reform the incentive system, and enterprises implement a pay for performance system to stimulate the creativity of employees. The academic research on pay for performance system and employee creativity is also relatively mature. This paper attempts to explore the research progress of pay for performance system on employee creativity from four perspectives: economics, cognitive psychology, behavioral psychology and cognitive neuroscience. And on the basis of comparative analysis, the nonlinear thinking of researchers in this field on the relationship between pay for performance and employee creativity is discussed.
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Tao, Jun, Wanxing Jiang, Chang Liu, Xin Yang, Weiguo Zhang, and Haomin Zhang. "New employee intention to leave and consequent work performance: Does leadership style matter?" Social Behavior and Personality: an international journal 45, no. 10 (November 7, 2017): 1707–21. http://dx.doi.org/10.2224/sbp.6405.
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We examined how leadership style affects the relationship between new employee intention to leave (NEIL) and the consequent work performance of that employee. We focused on NEIL with employees who had begun work at a large hospitality firm in China, and tested the consequences of leadership style on their work performance. We compared the moderating effects of abusive and ethical leadership styles on the relationship between NEIL and the employees' consequent work performance. We collected survey data from responses from a sample of 355 leader–employee dyads, with 61 leaders supervising the groups of employees. Results showed that NEIL had a negative effect on the employees' consequent work performance. In addition, an abusive leadership style increased this negative effect, whereas an ethical leadership style helped to neutralize the effect.
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Ge, Yuanqin, and Xiaomeng Sun. "The relationship of employees' strengths use and innovation: Work engagement as a mediator." Social Behavior and Personality: an international journal 48, no. 5 (May 5, 2020): 1–6. http://dx.doi.org/10.2224/sbp.9083.
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We investigated the relationship between employees' strengths use and innovation through the mediator of their work engagement. A validated questionnaire was used to collect data from 158 employees at 3 companies in China. Structural equation modeling results show that work engagement partially mediated the relationship between employee strengths use and innovation. In addition, employee strengths use increased their innovation and made them more engaged in their work, and employees' work engagement, in turn, promoted their innovative behavior. These findings suggest that strengths use alone does not enhance employee innovation: Work engagement is also important. Directions for future research are discussed.
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Gao, Qianying, Jing Xu, Qi Wang, and Cisheng Wu. "The Use of the Analytic Hierarchy Process in Improving Psychological Empowerment and Employee Performance." Journal of Organizational and End User Computing 35, no. 3 (April 14, 2023): 1–22. http://dx.doi.org/10.4018/joeuc.321171.
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The purpose is to further analyze the influence of AI technology on the psychology of employees in the computer industry and truly solve the problems encountered in enterprise management, such as difficult organizational relationship and lack of staff morale. With artificial intelligence algorithm as the research object, AI-based employee psychology and performance analysis model is built based on artificial neural network (ANN) from four aspects of work performance, psychological empowerment, work engagement, and perceived dynamic work environment. MATLAB tool is used, employee psychological empowerment index is taken as an input variable, and employee performance index is taken as output index. The validity of the models proposed in different studies is further verified through different test methods. The results show that artificial intelligence technology can positively affect employees' performance by improving their psychological empowerment, and the improvement of work performance is directly related to psychological empowerment.
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Tong, Zelin, Liya Zhu, Ning Zhang, Lisher Livuza, and Nan Zhou. "Employees' perceptions of corporate social responsibility and creativity: Employee engagement as a mediator." Social Behavior and Personality: an international journal 47, no. 12 (December 5, 2019): 1–13. http://dx.doi.org/10.2224/sbp.8479.
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We explored the relationship between corporate social responsibility (CSR) and employee creativity (EC), and investigated how employees' perceptions of CSR and EC interact with perceived organizational support. Data from 278 bank employees in Malawi were analyzed using partial least squares regression. We found that employees' perceptions of CSR were positively related to EC, and that this relationship was mediated by employee engagement. In addition, the moderating effect results showed that when perceived organizational support was high, employees' perceptions of CSR strengthened their work engagement, which then improved EC. These findings indicate that CSR is an important strategic tool in shaping EC. Theoretical and practical implications are discussed.
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Lee, Jihye, Seokhwa Yun, and Seckyoung Loretta Kim. "Consideration of future consequence and task performance." Journal of Managerial Psychology 32, no. 7 (September 11, 2017): 497–512. http://dx.doi.org/10.1108/jmp-03-2017-0114.
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Purpose The purpose of this paper is to examine the effect of an employee’s consideration of future consequences (CFCs) in predicting employee task performance and its situational contexts (i.e. organizational support and supervisor support) based on trait activation theory. Design/methodology/approach Using a cross-sectional field study design, data were collected from 189 employees and their immediate supervisors in South Korea. Findings Hierarchical multiple regression analyses showed that employees’ CFC has a positive effect on their task performance. Furthermore, this study investigated whether this relationship would be varied by relevant situational factors. Consistent with the hypotheses, the relevance of CFC to employees’ task performance would be stronger when they perceive low levels of organizational support based on trait activation theory. Practical implications The findings suggest the importance of employees’ CFC on task performance. Also, organizations should pay more attention to the way of compensating for employees with low levels of CFC by fostering supportive environment. Originality/value Although researchers have been examined long-term perspectives in the business field, a few studies have examined its effect at the individual level. This paper identified not only the main effect of CFC on employee task performance but also the moderating role of organizational support on the aforementioned relationship.
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Su, Xin, Peng Gao, Ying He, and Xuzhen Zhu. "Effect of leaders' implicit followership prototypes on employees' internal and external marketability." Social Behavior and Personality: an international journal 47, no. 12 (December 5, 2019): 1–12. http://dx.doi.org/10.2224/sbp.8470.
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To examine if leaders' implicit followership theory can be transferred from the behavior level to the competence level, we used a social information processing perspective to investigate the effects of leaders' implicit followership prototypes on employee marketability. Participants were 331 employees of companies in China, who completed measures of their leaders' implicit followership prototypes, internal and external marketability, and psychological empowerment, and their leaders rated the employees' in-role performance. Results showed that leaders' implicit followership prototypes were positively correlated with employees' internal and external marketability, these 2 effect mechanisms were partly mediated by employees' psychological empowerment, and employees' in-role performance negatively moderated both the effects of leaders' implicit followership prototypes and the mediating effect of psychological empowerment in the relationship between leaders' implicit followership prototypes and employees' marketability. Our findings enrich research into implicit theories, marketability as an employee competence, and social information processing within the context of leadership, and have implications for management practice.
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Shafqat, Tehmeena, and Rabia Mushtaq. "Impact of Psychological Contract Fulfillment on Employee Outcomes: Mediating Role of Affective Commitment." 2020, VOL. 35, NO. 4 35, no. 4 (December 31, 2020): 753–67. http://dx.doi.org/10.33824/pjpr.2020.35.4.41.
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This research examine the effect of psychological contract fulfillment on employee outcomes including employee turnover intentions and employee constructive voice behaviors; whereas affective commitment was utilized as a mediator to examine the intensity of its effect on the relationship among psychological contract fulfillment and employee outcomes. The convenience sampling method was used. Data was gathered through onsite administration of a survey from individuals working in banking sector of Pakistan. The Psychological Contract Fulfillment Scale (Conway & Briner, 2002), Affective Commitment Scale (Meyer, Allen, & Smith, 1993), Employee Turnover Intentions Scale (Kuvaas, 2006) and Employee Constructive Voice Behaviors Scale (Van Dyne & Lepine, 1998) were used. The findings depict psychological contract fulfillment had negative relationship with employee’s turnover intention whereas it was positively linked with employee’s constructive voice behaviors. Further results revealed affective commitment significantly mediate relationship between psychological contract fulfillment and employee outcomes such that fulfillment of psychological contract positively contributes towards affective commitment levels among workforce which eventually increases constructive voice behaviors and lower turnover intentions among employees within an organization.
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Li, Hui, Tengbiao Zhao, Chenyi Li, and Xiaoran Pang. "Linking visionary leadership with employee creativity: Perceived organizational support as a mediator." Social Behavior and Personality: an international journal 51, no. 1 (January 12, 2023): 1–8. http://dx.doi.org/10.2224/sbp.12098.
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Although researchers have shown increased interest in visionary leadership, few studies have been conducted to investigate the relationship of visionary leadership with employee creativity. Drawing on a sample of 229 supervisor–subordinate dyads employed in enterprises in China, we examined whether perceived organizational support mediated the effect of visionary leadership on employee creativity. Results of structural equation modeling revealed that visionary leadership was positively related to employees' creativity and that perceived organizational support mediated this direct relationship. This study is the first to empirically examine the mediating role of perceived organizational support between visionary leadership and employee creativity, and provides a new path to link these variables. To boost employees' creativity at work, managers should use a leadership style that will build an organizational vision and communicate this to employees, and should enhance employees' perception of organizational support.
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van Vuuren, Tinka, and Jan Fekke Ybema. "Het heft in handen nemen." Gedrag & Organisatie 22, no. 4 (December 1, 2009). http://dx.doi.org/10.5117/2009.022.004.005.
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Return to work of long-term absent employees: the view of Dutch employers on the amount own initiative of these employees Return to work of long-term absent employees: the view of Dutch employers on the amount own initiative of these employees T. van Vuuren & J.F. Ybema, Gedrag & Organisatie, volume 22, November 2009, nr. 4, pp. 371-391. Employees who are absent for a prolonged period of time are expected to actively contribute to their own return to work. The present study examines how employers rate the employees' own initiative for return to work following long-term sickness absence and how this initiative affects successful return to work. In this study, a sample of 1294 employers in the Netherlands were interviewed (69% response), 608 of whom had recent experience with one or more long-term absent employees. These employers were asked about their experiences and efforts to support the return to work of an employee who had been absent for an extended period of at least thirteen weeks during the past two years. The results of this survey showed that long-term sick employees who took initiatives themselves, were more likely to return to work successfully. The results further indicate that the degree to which the employee has taken personal initiatives tends to depend not only on individual characteristics, such as occupational level and possible elements of dysfunctioning before the sickness absence, but also on the activities undertaken by the employer to support the employee's return to work within the company. The conclusion is that an active contribution of both the absent employee and the employer enhances the likelihood of successful return to work.
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Yuan, Yue. "Leader–Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure." Frontiers in Psychology 12 (March 5, 2021). http://dx.doi.org/10.3389/fpsyg.2021.579551.
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Drawing upon the literature on complementary fit theory, the purpose of this study is to examine how the dynamic tenure moderates the relationship between leader–employee congruence/incongruence in humor and employee innovative behavior. Data were collected from 108 leader–employee dyads from information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Four conclusions were drawn. First, employee innovative behavior was maximized when leaders and employees were incongruent in humor. Second, in the case of incongruence, employees had higher innovative behavior when employees were more humorous than their leaders. Third, in the case of congruence, employees had higher innovative behavior when a leader’s and an employee’s humor matched at high levels. Fourth, dynamic tenure moderated the leader–employee congruence/incongruence effect of humor on employee innovative behavior. This study enhanced theoretical developments by considering the importance of leaders’ congruence with employees in humor for the first time. Additionally, the research results provided better practical guidance for effectively promoting employee innovative behavior.
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Sun, Junping, Yu Song, and Guangtao Yu. "How to Expand and Fill the Self in Organizations: The Role of Interpersonal Processes in the Employee Organizational Identity Construction." Frontiers in Psychology 12 (November 25, 2021). http://dx.doi.org/10.3389/fpsyg.2021.634691.
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In the era of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), the fluidity of organizations and the variability of individual work gradually replace the traditional stability and continuity. The question of how to connect employees and organizations has long intrigued researchers and practitioners. Employee organizational identity is the stable force that binds employees to organizations. Drawing on social identity theory, we argue the role of interpersonal processes in the employee organizational identity construction. We suggest that an employee’s relationship-building behaviors can promote employee organizational identity through the connected self. The indirect effect is stronger for employees who make more social comparisons because they are more sensitive to social influence. We collected data through questionnaires of 333 employees using a two-wave research design in China. The results indicate that an employee’s relationship-building behaviors enhance employee organizational identity. The connected self fully mediates the positive relationship between relationship-building and employee organizational identity. The outcomes also show that the positive effect of relationship-building toward connected self is intensified, when an employee engages in more social comparisons. The findings imply that interpersonal processes play an important role in the employee organizational identity construction. Then, the theoretical and practical implications are discussed.
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Ma, Wenya. "The Relationship Between Job Burnout and Psychological Contract of Employee from the Perspective of Organizational Psychology." Journal of Psychological Research 3, no. 1 (February 6, 2021). http://dx.doi.org/10.30564/jpr.v3i1.2685.
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in a fast-paced career, employees are facing more and more pressure, and job burnout caused by long-term work pressure has become the main reason for many employees to leave. If the job burnout can’t be effectively resolved, it will have a great impact on personal future development and the good running of the enterprise. Starting from the perspective of organizational psychology, this study investigates 200 employees on their psychological contracts and job burnouts to discover the relationship between them that people are most concerned about at the moment, so as to propose some reasonable suggestions to improve the employee job burnout and enhance the mutual identification between employee and the company. The research results show that job burnout and psychological contract show a critically negative correlation; the stronger the psychological contract, the lower the probability of employee job burnout. In addition, the establishment of a strong psychological contract between the company and the employee can effectively reduce the employee’s job burnout, thereby ensuring the mutual benefit of the employee and the company.
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Liu, Yi, and Jaehoon Song. "Predictive analysis of the psychological state of charismatic leaders on employees' work attitudes based on artificial intelligence affective computing." Frontiers in Psychology 13 (September 23, 2022). http://dx.doi.org/10.3389/fpsyg.2022.965658.
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With the progress of social production, the competition for talents among enterprises is fierce, and the market often lacks capable leaders, which leads to the lack of management of enterprise employees and cannot bring more economic benefits to enterprises. Traditional leaders make subordinate employees work actively and achieve the common goal of the enterprise by exerting their own leadership characteristics and observing their subordinates, but they cannot take care of the psychological state of each employee, resulting in the employee's work efficiency is not very high. In recent years, charismatic leadership has become an important economic leader in the new era, and the theoretical spirit of charismatic leadership can well guide employees to work actively. Artificial intelligence affective computing can well identify the psychological state of the subject, and the combination of artificial intelligence affective computing and charismatic leadership can achieve effective management of employees through the predictive analysis of employees' psychological state. This paper compares the psychological state prediction analysis of employees' work attitudes between charismatic leaders based on artificial intelligence affective computing and traditional leaders through experiments. The results show that: charismatic leaders based on artificial intelligence affective computing predictive analytics can improve sensitivity to employee needs, resulting in an 8.2% increase in employee trust in leadership, a 4.4% increase in employee commitment to achieving organizational goals, and a 19.3% increase in employee job satisfaction. The psychological state prediction analysis of charismatic leaders based on artificial intelligence affective computing on employees' work attitudes can improve the work efficiency of employees and the economic benefits of enterprises.
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Wan, Min (Maggie), Dawn S. Carlson, K. Michele Kacmar, Sara Jansen Perry, and Merideth J. Thompson. "Love on the rocks: Unraveling effects of remote employees' work–family conflict on couples' divorce intentions." Applied Psychology, March 2, 2024. http://dx.doi.org/10.1111/apps.12527.
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AbstractThis research examines the detrimental impact of remote employees' work‐to‐family conflict (WFC) on divorce intentions for both the remote employee and spouse. Building upon the spillover‐crossover framework and relative deprivation theory, we examine the paths of spillover to the remote employee's divorce intentions, crossover influences of a remote employee's WFC on divorce intentions through the spouse (i.e., relative deprivation, resentment toward the employee's remote work, and relationship tension), and crossback of the remote employee's WFC through the spouse and back to their own divorce intentions. Surveying 311 remote employees and their spouses at two‐time points, we find that remote employee WFC predicts divorce intentions for the remote employee through the spillover path. Further, the remote employee WFC crosses over to the spouse through two different paths to impact spouse divorce intentions. Taken together, our research extends the existing WFC literature and broadens our understanding of the spillover and crossover effects through which remote employees' WFC could undermine both partners' perceptions of the marital relationship.
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Sneha, Kala. "Positive Organizational Psychology – a New Lens to Answer Questions Regarding Employee Strengths, Foster Resilience and Healing to the Work Environment." International Journal of Science and Management Studies (IJSMS), July 31, 2023, 28–30. http://dx.doi.org/10.51386/25815946/ijsms-v6i4p105.
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Positive organizational psychology is related to the study of positive subjective experiences and traits in the workplace and positive organizational behaviour so that employees find ways to capitalize on their existence. This paper attempts to find motivational factors and positive organizational patterns which will enhance the employee’s strength, improve their resilience capabilities, and heal the work environment. Positive Organizational Psychology focuses on the wellbeing of employees as a basic need of the organization. Developing confidence, fostering reliance in day-to-day activities will improve the psychological capital of the organization. By adapting the concept “RHEO” which means flow, current, or stream. An employee can achieve positive organizational psychology by adopting RHEO, which means to flow with the overall atmosphere of the organization with the help of Resilience, Hope, Effectuality Optimism, and feeling fully immersed in an activity.
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Xiong, Xue-Yuan. "Linking high-performance work systems to work engagement: exploring the mediating role of perceived internal marketability." Journal of Management & Organization, June 9, 2023, 1–13. http://dx.doi.org/10.1017/jmo.2023.30.
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Abstract The uncertainty and insecurity generated by COVID-19 has greatly reshaped work styles, bringing employees more strain and less engagement and subsequently making human resource management (HRM) more challenging. There has been a growing interest in employee work engagement in the field of HRM. This study utilized positive psychology and the job demands-resources model to explore the mediating mechanism between high-performance work systems (HPWS) and employee work engagement. Based on survey data from 71 senior HR managers and 288 employees of 71 China's manufacturing state-owned enterprises, multilevel structural equation modeling shows that HPWS is positively related to work engagement. Employee-perceived internal marketability fully mediates the relationship between HPWS and work engagement. The key result of this paper is that employee-perceived internal marketability is seen as a core personal psychological resource that can be developed through HPWS to benefit both employers and employees.