Psychological capital: A review and synthesis

Newman, Alexander; Ucbasaran, Deniz; Zhu, Fei; Hirst, Giles

doi:10.1002/job.1916

Cited by 568 publications

(698 citation statements)

References 143 publications

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“…However, there is a growing body of research connecting human capital and positive psychology to organizational performance (Crook et al 2011;Harter, Schmidt and Hayes 2002;Newman et al 2014). It is also clear that workers respond more positively to HR practices when they attribute management actions to improving their well-being rather than to improving performance (Nishii, Lepak and Schneider 2008).…”

Section: Practical Implicationsmentioning

confidence: 99%

Conceptualising inclusive talent management: potential, possibilities and practicalities

Swailes

Downs

Orr

2014

Human Resource Development International

109

129

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This paper explores the possibilities and potential surrounding inclusive talent management in contrast to conventional normative treatments. By closely examining the meaning of 'inclusive' in relation to talent, the paper moves towards a definition of inclusive talent management which is contextualised in a four-part typology of talent management strategies which offers greater conceptual clarity to researchers working in this field. Our conceptualisation of inclusive talent management is further located in the traditions of positive psychology and the Capability Approach.The practical implications of introducing inclusive talent management strategies are considered.

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Section: Practical Implicationsmentioning

confidence: 99%

Conceptualising inclusive talent management: potential, possibilities and practicalities

Swailes

Downs

Orr

2014

Human Resource Development International

109

129

View full text Add to dashboard Cite

show abstract

“…Pathways to impact in workplaces: positive emotion and appreciative inquiry Positive emotion and workplace impacts The role of positive emotion has been extensively explored across disciplines, settings and conceptual areas including positive orientations (Alessandri et al, 2012), psychological capital (Newman et al, 2014), and thriving at work (Paterson et al, 2014). Within the specific context of workplaces, there has been a growing trend to research positive constructs such as hope, happiness, psychological and organisational resilience, work engagement, and appreciative inquiry (Mills et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Positive emotion in workplace impact

Wall

Russell

Moore

2017

JWAM

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Purpose The purpose of this paper is to highlight the role of positive emotions in generating workplace impacts and examine it through the application of an adapted appreciative inquiry process in the context of a work-based project aimed at promoting integrated working under challenging organisational circumstances. Design/methodology/approach The paper adopts a case study methodology which highlights how an organisation facing difficult circumstances (such as austerity measures, siloed cultures, constant threats of reorganisation, and requirement to work across occupational boundaries) adapted an appreciative inquiry intervention/method. Findings This paper found, first, that the utilisation of appreciative inquiry in the context of an adapted work-based project in difficult organisational circumstances generated positive emotions manifest through a compelling vision and action plans, second, that the impacts (such as a vision) can become entangled and therefore part of the wider ecological context which promotes pathways to such impact, but that, third, there are a various cultural and climate features which may limit the implementation of actions or the continuation of psychological states beyond the time-bound nature of the work-based project. Practical implications The paper illustrates how an organisation adapted a form of appreciative inquiry to facilitate organisational change and generated outcomes which were meaningful to the various occupational groupings involved. Originality/value This paper offers new evidence and insight into the adaptation of appreciative inquiry under challenging circumstances in the context of a work-based learning project. It also provides a richer picture of how positive emotion can manifest in ways which are meaningful to a localised context.

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“…The research developed until this moment almost never focused psychological capital as a team level phenomenon [30]. Teams have a major influence on the perceptions, decisions, beliefs and emotions of individuals and as a result of the interaction of knowledge between team members, shared mental models are created [26], which might lead to the development of a collective psychological capital [20].…”

Section: Introductionmentioning

confidence: 99%

A Neural Network Model for Team Viability

Dimas

Rocha

Rebelo

et al. 2017

Computational Science and Its Applications – ICCSA 2017

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Abstract. Team effectiveness has been the focus of numerous studies since teams play an increasingly decisive role in modern organizations. In the present paper, our attention is centered on team viability, which is one dimension of team effectiveness. Given the challenges that actual teams face today, exploring the conditions and processes that enhance the capacity of teams to adapt and continue to work together is a fundamental research path to pursue. In this study, team psychological capital and team learning were considered as antecedents of team viability. The relationships that team psychological capital and team learning establish with team viability were explored as accurately as possible. Typically, these relationships are assumed to be linear as multivariate linear models are often used. However, these linear models fail to explain possible nonlinear relations between variables, expected to exist in dynamic systems as teams. Adopting computational modeling strategies in the context of organizational psychology has become more common. In this paper, radial basis function models and neural networks were used to study the complex relationships between team psychological capital, team learning and team viability.

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Psychological capital: A review and synthesis

Cited by 568 publications

References 143 publications

Conceptualising inclusive talent management: potential, possibilities and practicalities

Conceptualising inclusive talent management: potential, possibilities and practicalities

Positive emotion in workplace impact

A Neural Network Model for Team Viability

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