Organizational support and employee thriving at work: exploring the underlying mechanisms

Guan, Xiaoyu; Frenkel, Stephen J.

doi:10.1108/pr-10-2019-0569

Cited by 29 publications

(27 citation statements)

References 89 publications

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“…The links between positive organizational practices, psychological capital, and life satisfaction in different sectors also need a thorough examination. In the future, it would be valuable to identify the underlying mechanisms in associations between positive organizational practices, psychological capital, life satisfaction, and the links to the constructs like sustainability, flow, employee engagement, or thriving at work, which has recently received the increased attention of researchers [82,[191][192][193][194][195][196][197][198]. Besides, establishing links between sustainability and positive organizational practices in the public and private sectors might be particularly important, as constructive changes are vital to reaching sustainable development goals.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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“…OCB refers to how workers' discretionary conduct, which is not explicitly compensated, can help the company. Additionally, thriving will allow for a natural predisposition toward spontaneous curiosity and self-motivation, which will serve as a major source of happiness and vigour throughout one's working life (Guan & Frenkel, 2020). Employees who accomplish their everyday tasks because they like their employment on the inside are genuinely driven.…”

Section: Literature Reviewmentioning

confidence: 99%

Role of Transformational Leadership Style of Accounting Professionals towards Subordinates Performance, OCB, and Innovation: Mediating Effect of Integrity and Thriving

Wasim

Rehman

2022

JEMI

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This study aims to examine the role of the transformational leadership (TL) style of accounting professionals towards subordinates’ performance, organizational citizenship behaviour (OCB), and innovation with the mediating role of integrity and thriving at the workplace in Karachi. A clustered sample of 471 accounting professionals has participated in the research based on the nonprobability convenience sampling method. A five-point Likert scale questionnaire was developed as a data collection instrument while the survey method was used to collect responses from the sample population. PLS-SEM has been employed in the study for data analysis using Smart PLS. The results demonstrate that integrity has a positive effect on performance, OCB has a negative but insignificant effect on performance whereas TL has a positive effect on integrity, integrity at the workplace (IWB), and thriving at the workplace. As far as mediation effects are concerned, it was found that TL has a positive effect on IWB with the mediation of thriving at the workplace, has a positive but insignificant effect on OCB with the mediation of thriving at the workplace, has a positive effect on performance with the mediation of integrity, has a positive but insignificant effect on performance with the sequential mediation of thriving at workplace and OCB, and has a positive effect on performance with the mediation of thriving at the workplace. Furthermore, thriving at the workplace has a positive effect on IWB and performance, and has a positive but insignificant effect on OCB as well as has a positive but insignificant relationship with the mediation of OCB and TL. The study findings propose that the managers should focus on developing a conducive network to help the organization strive. Moreover, the focus should be driven towards employees’ learning to share their views with fellow auditors whereas the controllers should discuss the intended primary purposes and nature of organizational financial targets.

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“…Meaning, we allocated a variable to be a personal or contextual antecedent when the article positioned it this way. For example, job crafting (as an agentic work behavior) is described by Guan and Frenkel [78] as employees seeking resources by securing information and feedback from supervisors and colleagues and searching for learning opportunities. Therefore, we allocated job crafting to the personal behavior theme.…”

Section: Findings Review 2 61 Antecedents Of Personal Energy At Workmentioning

confidence: 99%

Personal Energy at Work: A Systematic Review

et al. 2021

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There has been a significant increase in studies on personal energy at work. Yet, research efforts are fragmented, given that scholars employ a diversity of related concepts. To bring clarity, we executed a two-fold systematic literature review. We crafted a definition of personal energy at work and a theoretical framework, outlining the dimensions, antecedents and boundary conditions. The theoretical implication of the framework is that it allows one to explain why—given similar work—some employees feel energized whereas others do not. The difference depends on the context that the employer offers, the personal characteristics of employees and the processes of strain and recovery. The paper concludes with a discussion of how future research can build on the proposed framework to advance the theoretical depth and empirical investigation of personal energy at work.

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Organizational support and employee thriving at work: exploring the underlying mechanisms

Cited by 29 publications

References 89 publications

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Role of Transformational Leadership Style of Accounting Professionals towards Subordinates Performance, OCB, and Innovation: Mediating Effect of Integrity and Thriving

Personal Energy at Work: A Systematic Review

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