Applications of psychological capital in the public sector

Youssef‐Morgan, Carolyn M.; Ahrens, Barbara; Bockorny, Kristi M.; Craig, Lanell; Peters, Matthew E.

doi:10.4337/9781788970358.00022

Cited by 1 publication

(1 citation statement)

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“…Clearly, ER s hares common purposes with other concepts that also include the notion of building up capabilities to handle ever expanding challenges and role demands. Studies describe these as involving attitudinal constructs such as positive psychological capital (PsyCap, an individual’s self-efficacy, optimism, hope, and personal resiliency [Luthans et al, 2007]) and change-oriented attitudes (Youssef-Morgan et al, 2020), behaviors related to stress management, coping, and feedback (Davis et al, 2020; Jong & Ford, 2016), and enduring consideration for traits such as hardiness or grit (cf. Britt et al, 2016).…”

Section: Discussionmentioning

confidence: 99%

Resilience in Public Sector Managers

Plimmer

Berman

Malinen

et al. 2021

Review of Public Personnel Administration

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This study discusses the concept of employee resilience (ER), defined as the capability to use resources to continually adapt and flourish at work, even when faced with challenging circumstances. The concept is grounded in positive psychology and conservation of resources (COR) theory and complements other concepts such as coping which describe employees and managers adapting to challenge and change. This study validates a scale of ER and examines attributes and job factors associated with heightened ER in public sector line managers. Study results show that heightened ER is associated with public service motivation (PSM), employees’ pro-social skills and constructive leadership by supervisors. ER is also associated with a climate for innovation. Theoretical and practical implications for strengthening employees’ resilience in public organizations are discussed.

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