Positive Practices Survey

Cameron, Kim S.; Mora, Carlos Arboleda; Leutscher, Trevor; Calarco, Margaret M.

doi:10.1037/t08642-000

Cited by 4 publications

(5 citation statements)

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“…apoyo y respeto, perdón, inspiración) tiene infl uencia sobre variables de resultado en los niveles individual y organizacional (e.g. Cameron, Mora, Leutscher, & Calarco, 2011;Lupano Perugini & Castro Solano, 2017). El diseño de modelos multivariados permitirá, así, identifi car los mejores predictores -personales y organizacionales -de rendimiento y satisfacción laboral.…”

Section: Conclusionesunclassified

Validación de una Escala sobre Work Engagement. Perfiles asociados a alta Performance y Satisfacción Laboral

et al. 2017

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El objetivo principal de este estudio consistía en la validación de una escala para la evaluación del work engagement -compromiso con el trabajo-, considerado como una presencia psicológica en el rol que incluye atención, absorción y energía dirigida a tareas laborales. Mediante análisis factorial confirmatorio, estimación de la consistencia interna y evidencias de validez convergente y discriminante, se confirma que la Escala Argentina de Compromiso con el Trabajo es una prueba válida y confiable para su uso en población argentina. Además, se buscó analizar si existen diferencias en los niveles de work engagement de acuerdo con variables individuales y organizacionales. Se observaron mayores niveles de atención y absorción en sujetos de menor edad y menores niveles de atención en empleados con personal a cargo. Por último, se identificaron perfiles de engagement asociados a alta performance y satisfacción laboral.

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Section: Conclusionesunclassified

Validación de una Escala sobre Work Engagement. Perfiles asociados a alta Performance y Satisfacción Laboral

et al. 2017

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“…(1) Dignity or respect dimension suggests that people trust one another, treating one another with integrity, dignity, and respect; (2) Care dimension indicates that people respond to one another, genuinely caring for one another; (3) Support dimension suggests that people support one another in their endeavors, building solid relationships through kindness and helping those who are struggling; (4) Inspiration dimension postulates that people inspire one another by drawing out the good in one another; (5) Meaning dimension suggests that see the greater purpose in work and discover its profound meaning; (6) Forgiveness dimension proposes that people do not blame one another for mistakes but forgive one another's faults. These dimensions at work can be reliably evaluated [21,24].…”

Section: Positive Organizational Practicesmentioning

confidence: 99%

“…This study used three instruments: the Satisfaction with Life Scale (SWLS), developed by E. Diener [28], the Psychological Capital Questionnaire-PCQ-24, developed by F. Luthans, and validated in the Lithuanian population (the Lith-PCQ-21) [145], and the Positive Organizational Practices questionnaire, developed by K. Cameron [24]. The instruments were translated into Lithuanian and back translated.…”

Section: Instrumentsmentioning

confidence: 99%

“…The reliability results of the instrument in this study are provided in Table 1. 29-item positive practices scale was used to measure the positive practices of employees in public and private sectors [24]. Respondents were asked to respond to the positive practice items/statements, and rate how they perceive their work team on a scale of 1 (strongly disagree) to 5 (strongly agree), such as "We treat each other with respect" and "We show kindness to one another."…”

Section: The Swlsmentioning

confidence: 99%

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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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“…Academia is very good at teaching us to be critical, but neglects to skill staff in practices embodying kindness, despite evidence that such practices improve organisational effectiveness [1]. Encourage workplace kindness through expressing appreciation and gratitude to staff.…”

Section: Foster a Culture Of Kindnessmentioning

confidence: 99%