The relationships of psychological capital and influence regulation with job satisfaction and job performance

Abstract

Background and aims The individual difference predictors of positive work attitudes and behaviors have been widely investigated in the field of positive organizational scholarship. However, to date, integrating studies linking positive psychological resources, such as Psychological Capital and influence regulation, with positive organizational outcomes are still scarce. Thus, the main aim of the present study was to examine the relationships of Psychological Capital and influence regulation with job satisfaction and job performance both at the individual and team levels. Methods Within the cross-sectional multi-source research involving both team leaders and team members from 34 different teams, we examined the relationships of Psychological Capital and influence regulation with job satisfaction and job performance. The relationships of the study variables were based on the positive organizational behavior and the broaden-and-build theory of positive emotions, which suggest the positive relationships of distinct positive psychological resources with positive work outcomes. Accordingly, in addition to the widely accepted concept of Psychological Capital (PsyCap), we employed and analyzed the complimentary construct of influence regulation (i.e., the ability to intentionally share social influence with others in the workplace) both at the individual and group levels. Results The results of hierarchical linear modeling with 304 individuals from 34 teams from a diverse sample of Polish employees indicated that team members’ PsyCap was positively linked to individual-level job satisfaction and two facets of job performance, i.e. creative performance and in-role performance. In contrast, no relationship was found between influence regulation and job satisfaction or job performance at both levels of analysis. Conclusion With regard to positive interpersonal resources, the findings highlight the role of PsyCap in predicting job satisfaction and job performance and broaden the understanding of positivity in the workplace by introducing the construct of influence regulation. Also, based on the study results, managerial implications are discussed.

Research on the influence of team psychological capital on team members’ work performance

“…Rebelo et al (2018) found that team psychological capital positively affects team performance. Paliga et al (2022) proved the correlative relationship between psychological capital and job performance at both the individual and team levels (Vanno et al, 2014;Xiaoyun, 2019;Yan et al, 2022). At the same time, Xiaoman et al (2022) show that team-level variables, such as team psychological capital, have a corresponding effect on individual employee-level variables (Okros and Vîrgă, 2022).…”

“…There has been research on the impact of individual psychological capital on individual performance and the impact of team psychological capital on team performance. In terms of the impact of individual psychological capital on individual performance, Erxiu et al (2012) used innovation performance as a result variable to explore the impact mechanism of knowledge-based employees’ psychological capital on innovation performance; Yanyun et al (2019) found that employees’ psychological capital in state-owned construction firms positively influenced their job performance; Bogler and Somech (2019) examined the positive correlation between team psychological capital and organizational citizenship behavior, which is an important part of work performance; and Jinfeng et al (2021) found that team psychological capital has a positive impact on individual innovative work behavior, which can promote job performance ( Rebelo et al, 2018 ; Bogler and Somech, 2019 ; Jinfeng et al, 2021 ; Paliga et al, 2022 ). In terms of the impact of team psychological capital on team performance, Liping and Linying (2019) found that team psychological capital has a significant impact on team innovation performance.…”

Analisis Psychology Capital dan Kinerja Pegawai Puskesmas Rasana’e Timur Kota Bima

“…Psychology capital merupakan sesuatu yang penting untuk kinerja, baik secara individu maupun kelompok. Menurut penelitian yang dilakukan oleh (Palliga, et al, 2020) bahwa psychology capital secara positif mempengaruhi kepuasan kerja dan hasil kinerja baik secara individu maupun kelompok. Kepuasan kerja tersebut dapat menghasilkan kreativitas individu dalam melakukan pekerjaan sehingga akan berdampak pada hasil kinerja individu atau kelompok.…”

The mediating role of job satisfaction between psychological capital and work engagement among Chinese nurses during COVID-19 outbreak: A comparative study between nurse specialists and general nurses

“…A previous study showed that psychological capital can maintain employee work motivation and effectively alleviate psychological stress and negative emotions, as well as job burnout ( 18 ). Employees with higher psychological capital will actively connect with other resources, and promote job satisfaction ( 19 ), and work engagement ( 20 ). However, Martin et al ( 21 ) investigated the intention of nurses to work during the H1N1 pandemic.…”

“…Job satisfaction is usually defined as a positive and pleasant emotional reaction generated by an individual’s overall assessment ( 22 ). Previous studies have shown that job satisfaction has a positive impact on organizational commitment ( 23 ), career identity ( 24 ), job performance ( 19 ), and negative impact on turnover intention ( 22 ). At the same time, job satisfaction was a significant predictor of physical and mental health, as well as subjective well-being ( 25 ).…”