Increasing Employee Performance through Improved Sense of Ownership and Fulfillment of Expectations

Jafri, Hassan

doi:10.11127/gmt.2015.06.06

Cited by 7 publications

(6 citation statements)

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“…Drawing on the organisational behaviour research, there is empirical evidence that people express a feeling of ownership toward their work, their company, their job, the products they make, the processes followed by their colleagues, and specific subjects in their enterprises (Brown & Zhu, 2016). Furthermore, a significant body of previous research has determined that psychological ownership affects organisational performance (Jafri, 2015). Researchers have also claimed that employees with a sense of psychological ownership feel that certain objects (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Employees can exhibit accountability when they have this sense of ownership. In particular, employees feel that they are accountable to others and realise that it is their obligation to act constructively for the good of their organisation (Jafri, 2015). The fifth factor is autonomy, which is defined as the capacity of a person to make rationally reflective choices about their ends and activities.…”

Section: Literature Reviewmentioning

confidence: 99%

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The effect of psychological ownership on organisational commitment

2022

KJSS

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Many scholars have extended the theory of psychological ownership as it relates to employee behaviour in organisations, although only a handful of studies have examined the components of psychological ownership that impact an organisation. This study aims to verify the relationship between psychological ownership and organisational commitment, while scrutinising the main factors (constructs) in psychological ownership affecting organisational commitment. This study used survey responses collected from 349 staff members at a state-owned Thai telecommunications enterprise, the results from which indicated that only a 'sense of belonging' and 'work responsibility' significantly influenced organisational commitment. As such, organisations should provide a working environment in which employees feel they have a sense of autonomy and freedom of choice in their job. Furthermore, senior executives should be transparent and accountable for their actions, so that their behaviour can filter down throughout the organisation and be used as an example for other employees. Such practices can increase high levels of involvement and participation, ultimately leading to the creation of psychological ownership perspectives in an organisation.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

The effect of psychological ownership on organisational commitment

2022

KJSS

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“…Perasaan memiliki ternyata berperan penting dalam mengelola sebuah organisasi. Asumsi di balik gagasan ini ialah karyawan seharusnya memiliki perasaan akan memiliki (sense of ownership) sehingga karyawan akan memberikan energi dan usaha yang lebih terhadap perusahaan (Jafri, 2015). Pierce, Rubenfeld, dan Morgan (dalam Brown, Pierce, & Crossley, 2014) menyarankan bahwa kepemilikan memanifestasikan dirinya sebagai fenomena hukum, dan juga disadari bahwa kepemilikan sebagai sebuah keadaan psikologis yang penting.…”

Section: Pendahuluanunclassified

Peran Dukungan Organisasi Dan Modal Psikologis Terhadap Psychological Ownership

Krisanti

Rostiana²,

Lie³

2018

JMISHUMSEN

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This research is conducted to find the role of perceived organizational support and psychological capital to psychological ownership of the employees of PT ABC. Perceived organizational support as an independent variable has three dimensions which consist of fairness, supervisor support, and organizational reward. Psychological capital as an independent variable has four dimensions which consist of self-efficacy, hope, optimism, and resilience. As a dependent variable, psychological ownership is a unidimensional psychological construct. The participants of this research are employees of PT ABC which is a clothing retail company (n=66). Research method used is non-experimental and data is processed using linear regression analysis method. The result of the research shows that perceived organizational support and psychological capital have 34% effect on psychological ownership with F=16.246, p<0.05. On This research shows that psychological capital has more impact than perceived organizational support. From perceived organizational support variable, the dimension that has the most significant role to psychological ownership is organizational reward and from psychological capital variable, the dimension that has the most significant role to psychological ownership is resilience. Among these two free variables, psychological capital has the most significant role on psychological ownership.

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“…Olckers and Du Plessis (2012) suggested that the creation of a sense of ownership amongst employees may potentially increase their intention to remain in the organisation. This was echoed by Jafri (2015), who discovered that ownership could affect employee behaviours, mostly because of its effect on employees' intentions to remain at the organisation. Although several researchers have found differences amongst generations when measuring workrelated attitudes and behaviour (job satisfaction, commitment and intention to quit) (Lyons et al, 2015;Rani & Samuel, 2019;Twenge, Campbell, Hoffman, & Lance, 2010), so far the literature has not accounted for how generational cohorts perceive psychological ownership.…”

Section: Introductionmentioning

confidence: 99%

Generational differences in psychological ownership

Olckers¹,

Booysen

2021

SA Journal of Industrial Psychology

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Orientation: Several generational groups are employed in the workplace today, each with distinctly different attitudes, values and work behaviours. Little is known about how generational cohorts differ in terms of psychological ownership.Research purpose: The purpose of this study was to investigate the measurement equivalence of the South African Psychological Ownership Questionnaire (SAPOS) across three generational cohorts (Baby Boomers, Generation Xers and Generation Yers).Motivation for the study: Before meaningful inferences and comparisons can be made about psychological ownership across the generational cohorts, it is essential to ensure that the psychological ownership scale measures the same trait across all three generational cohorts.Research approach/design and method: A cross-sectional study was conducted with a convenience sample of 945 skilled respondents employed in various public and private organisations employing a multigroup confirmatory factorial analytical approach.Main findings: The tripartite model of the SAPOS, comprising identity, responsibility and autonomy, was confirmed across the three generational cohort. Measurement invariance was established on configural, metric and scalar level across the three generational cohorts.Practical/managerial implications: The three generational cohorts perceive the items as was measured by the psychological ownership scale in the same way. Meaningful comparisons can thus be made between the groups and organisations can tailor their interventions to enhance the levels of psychological ownership of each of these generational cohorts.Contribution/value-add: This study is one of the first to provide empirical evidence of generational differences in respect of psychological ownership and to evaluate the measurement equivalence of a psychological ownership inventory across generational cohorts.

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Increasing Employee Performance through Improved Sense of Ownership and Fulfillment of Expectations

Cited by 7 publications

References 0 publications

The effect of psychological ownership on organisational commitment

The effect of psychological ownership on organisational commitment

Peran Dukungan Organisasi Dan Modal Psikologis Terhadap Psychological Ownership

Generational differences in psychological ownership

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