Longitudinal associations between psychological capital and problem‐solving among social workers: A two‐wave cross‐lagged study

Ho, Hui-Chen; Chan, Ying Chuen

doi:10.1111/hsc.13713

Cited by 7 publications

(1 citation statement)

References 43 publications

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“…Individual resilience is also considered to be one of the key elements of positive psychological capital ( Luthans et al, 2004 ). Individuals with high resilience adopt a positive attitude toward finding solutions to problems, whereas those with low resilience are susceptible to negative emotions and avoid problems, makingit difficult for them to bounce back from adversity ( Ho and Chan, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

et al. 2022

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BackgroundPrimary healthcare professionals were overworked and psychologically overwhelmed during the COVID-19 pandemic. Resilience is an important shield for individuals to cope with psychological stress and improve performance in crises. This study aims to explore the association of individual resilience with organizational resilience, perceived social support and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic.MethodsData from 1,266 questionnaires were collected through a cross-sectional survey conducted in December 2021 in Shandong Province, China. Descriptive analysis of individual resilience, organizational resilience, perceived social support, and job performance was conducted. Pearson correlation analysis was used to examine the correlations among these variables, and structural equation modeling was performed to verify the relationships between these variables.ResultsThe score of individual resilience was 101.67 ± 14.29, ranging from 24 to 120. Organizational resilience (β = 0.409, p < 0.01) and perceived social support (β = 0.410, p < 0.01) had significant direct effects on individual resilience. Individual resilience (β = 0.709, p < 0.01) had a significant direct effect on job performance. Organizational resilience (β = 0.290, p < 0.01) and perceived social support (β = 0.291, p < 0.01) had significant indirect effects on job performance.ConclusionDuring the COVID-19 pandemic, the individual resilience of healthcare professionals in township health centers was at a moderate level. Organizational resilience and perceived social support positively affected individual resilience, and individual resilience positively affected job performance. Furthermore, individual resilience mediated the effect of organizational resilience and perceived social support on job performance. It is recommended that multiple stakeholders work together to improve the individual resilience of primary healthcare professionals.

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Section: Introductionmentioning

confidence: 99%

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

et al. 2022

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Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility

Mostafa,

Yalabik,

Eyiusta

et al. 2024

Human Resource Management

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In many countries, social care workers suffer from mistreatment from social care recipients. Such mistreatment poses a significant challenge from the human resource management (HRM) perspective as finding and retaining competent social care workers is a global challenge. However, only a few studies focus on the relationship between such mistreatment and social care workers' job and psychological resources. Drawing on the conservation of resources (COR) theory, our study sheds light on the relationship between social care recipients' incivility and the resilience of social care workers. Specifically, our study examines the mediating role of work meaningfulness on the care recipient incivility–care worker resilience link, and the moderating role of servant leadership on this mediated relationship. To test the proposed moderated mediation model, two studies were conducted in social care organizations in England (n = 248) and Romania (n = 296). Our results revealed that perceived care recipient incivility is indirectly and negatively related to care workers' resilience by undermining their perceptions of work meaningfulness. Moreover, when social care workers work under a servant leader, this indirect relationship becomes weaker. The discussion elaborates on the findings of our model as well as the theoretical and practical implications for the management of human resources in social care organizations.

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Being Virtuous Together: A One-Year Prospective Study on Organizational Virtuousness, Well-Being, and Organizational Commitment

Hou

Poon

et al. 2022

Applied Research Quality Life

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Organizational virtuousness is defined as collective positive attributes and behaviors supported by and characteristic of an organization that promote hedonic well-being, eudaimonic well-being, and optimal performance. The underlying mechanisms through which organizational virtuousness operate remain largely unknown. Drawing from the broaden-and-build theory, organizational virtuousness is proposed to broaden employees’ attention and cognition toward positive stimuli and events, and over time, build psychological resources for managing future endeavors. Building resources in turn promotes well-being and organizational commitment. A 3-wave prospective study (baseline, T1; 3 months, T2; and 1 year, T3) was conducted with a sample of 444 primary and secondary schoolteachers in Hong Kong. Organizational virtuousness, cognitive reappraisal, psychological capital (PsyCap), life satisfaction, flourishing, affective commitment, and contextual performance were assessed. The results showed that cognitive reappraisal and PsyCap served as sequential mediators of the relationships between three components of organizational virtuousness and all four indicators of well-being and organizational commitment. Collective gratitude, kindness, and forgiveness at T1 had significant indirect effects through cognitive reappraisal at T2 and then PsyCap at T3 on satisfaction with life, state of flourishing, emotional attachment to the organization, and engagement in extra-role activities that contribute to the organization’s efficacy. This study is among the first to provide prospective data on the effects of organizational virtuousness. The results lead to a discussion of how organizations might shape a grateful, kind, and forgiving work culture using virtue-based management to achieve optimal individual and organizational functioning.

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Longitudinal associations between psychological capital and problem‐solving among social workers: A two‐wave cross‐lagged study

Cited by 7 publications

References 43 publications

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility

Being Virtuous Together: A One-Year Prospective Study on Organizational Virtuousness, Well-Being, and Organizational Commitment

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