A Psychometric Analysis of the Workplace Forgiveness Scale

Boonyarit, Itsara; Chuawanlee, Wiladlak; Macaskill, Ann; Supparerkchaisakul, Numchai

doi:10.1037/e562792013-011

Cited by 3 publications

(3 citation statements)

References 34 publications

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“…Referring to the past studies, the external validity was measured with convergent validity (correlation with similar measure) and discriminant validity (correlation with dissimilar measure) of the complete scale (Boonyriat et al , 2013; Heun et al , 1999; Olsen et al , 2003).…”

Section: Studymentioning

confidence: 99%

Measure human capital because people really matter: development and validation of human capital scale (HuCapS)

Dahiya¹,

Raghuvanshi

2021

IJPPM

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Purpose Notwithstanding the findings of several published articles on human capital, there is scarcity of a comprehensive instrument to measure it. In this direction, the objective of present research is to develop a valid and reliable scale to assess human capital. Design/methodology/approach This research was divided into two parts. Study 1 focused on literature review of human capital measures, development of items and exploring the factor structure of human capital construct on a sample of 184 employees. Study 2 was based on the survey of 212 employees, and reliability assessment and confirmatory factor analysis was performed to validate the factor structure of human capital construct. Findings The findings can be summarized in two ways. Study 1 present that human capital scale is multidimensional consisting of employee capability, leadership and motivation, employee satisfaction and creativity. The findings of study 2 confirms the validity and reliability of three factor structure of human capital construct consisting of 18 items in total. Practical implications The study provides a multidimensional psychometric instrument which can help in measuring the human capital of the organization from the perspective of capabilities, satisfaction and creativity and leadership and motivation. Moreover, it can serve as an aid to human resource (HR) and human resource development (HRD) professionals for human capital assessment in the organizations. Originality/value This study provides a measure to assess human capital in Indian manufacturing sector organizations that makes a novel contribution to the area.

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Section: Studymentioning

confidence: 99%

Measure human capital because people really matter: development and validation of human capital scale (HuCapS)

Dahiya¹,

Raghuvanshi

2021

IJPPM

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“…In turn, it has a significant impact on overall relationship satisfaction (Braithwaite et al, 2012). Moreover, employing forgiveness as a problem-solving approach can effectively mitigate feelings of anger, the desire for revenge, and negative judgments toward the person who offended (Boonyarit et al, 2013). The second element is self-efficacy, which is significantly furnish to psychological well-being (Rathi & Rastogi, 2007).…”

Section: Introductionmentioning

confidence: 99%

Effectiveness of PEDE Training for The Psychological Well-Being of Women

Erlyani,

Zwagery,

Regina

2024

psidim

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Every individual will experience various pleasant or unpleasant events, including women. One of unpleasant experience is domestic violence. Some forms of fear and stress experienced by victims will lead to behavior that can hinder their daily activities. For this reason, treatment needs to be carried out by helping them to have abilities and improving their quality of life through psychological well-being. PEDE (Forgiveness, Self-Efficacy and Empathy) training aims to improve the psychological well-being of women from an internal perspective through three main training elements. This research used a quasi-experiment method and non-randomized one group pre-test post-test design involving 30 women from Palam Village Banjarbaru. The research results show that PEDE training is effective in improving the psychological well-being of women in Palam Village. It is hoped that this training in forgiveness, self-efficacy and empathy can be applied in everyday life as a form of strengthening the family, and an effort to reduce the mental burden of the problems experienced so as to achieve the psychological well-being of women in the family.

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“…At the intrapersonal level, extant studies focused mostly on social cognitive determinants, such as rumination and empathy, attributions, and transgression severity. Consistent with research in close relationships (McCullough et al, 2007), rumination has been shown to be negatively associated with forgiveness in work relationships, such that repetitive thinking about hurtful offenses generally makes it harder to forgive an offending coworker (Boonyarit et al, 2013;Tarraf et al, 2019). Empathy, including both the cognitive (i.e., understanding others' internal states) and affective dimension (i.e., feeling congruent emotions with others) (e.g., Clark et al, 2019), has also been positively associated with forgiveness in the workplace (Ran et al, 2021).…”

Section: What Is Already Known About Forgiveness In Work Relationships?mentioning

confidence: 57%

Forgiveness in Work Relationships

Cao¹

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The COVID-19 pandemic of the early 2020's drastically disrupted working life: employees were forced to work from home as offices closed (Kniffin et al., 2021). Although working from home may lead to benefits for some employees, such as reduced commuting time and larger flexibility in terms of balancing work and life (Ipsen et al., 2021), for many employees it caused at least one important issue: employees had fewer social interactions with their colleagues. Some even felt isolated or lonely (Lewis et al., 2022). Indeed, "I do not get to see my colleagues or other people as much as I would like to" was an often-mentioned response in a survey investigating working life during the COVID-19 pandemic in 29 European countries (Ipsen et al., 2021). Given people's innate and primary drive to form social relationships with others (Baumeister & Leary, 1995;Maslow, 1968), the notion that many employees miss their colleagues when working from home may not be surprising. Also at work, people need good and stable social relationships that are characterized by supportive interactions, a sense of belonging, and effective teamwork (Chiaburu & Harrison, 2008;Dutton & Heaphy, 2003). Evidence shows that the quality of one's relationships at work is the most important determinant of employee job satisfaction, even more so than having an interesting job or a high salary (De Neve et al., 2018). Moreover, good and stable work relationships are strong predictors of employees' performance at work (Banks et al., 2014;Schermuly & Meyer, 2016), and such relationships also protect employees against harmful effects of workplace stress (Olekalns et al., 2020;Viswesvaran et al., 1999). However, it is not so easy to maintain good and stable work relationships. Employees may have different agendas, values, and priorities about the direction and operation of an organization, the work goals that must be achieved, the tasks that must be conducted, or how these tasks must be conducted. The lack of rich face-to-face communication when working from home may have caused even more misunderstanding (Mortensen & Hinds, 2001). It is thus inevitable that every Chapter 2 When work relationships matter: Interpersonal forgiveness

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A Psychometric Analysis of the Workplace Forgiveness Scale

Cited by 3 publications

References 34 publications

Measure human capital because people really matter: development and validation of human capital scale (HuCapS)

Measure human capital because people really matter: development and validation of human capital scale (HuCapS)

Effectiveness of PEDE Training for The Psychological Well-Being of Women

Forgiveness in Work Relationships

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