Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale

Paek, Soyon; Schuckert, Markus; Taegoo, Kim; Gyehee, Lee

doi:10.1016/j.ijhm.2015.07.001

Cited by 263 publications

(269 citation statements)

References 95 publications

(194 reference statements)

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“…Separating out the measurement of independent and dependent variables in time reduces respondent biases in retrieving and recalling information and contextual cues (Podsakoff, MacKenzie, Lee, & Podsakoff, 2003). Similarly to Karatepe and Ngeche (2012) and Paek, Schuckert, Kim, and Lee (2015), a one month interval was used because it reduces memory decay, prevents masking a relationship that really exists, and enables the effects of affective states, such as meaningfulness, to be captured reasonably well.…”

Section: Participants and Proceduresmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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Section: Participants and Proceduresmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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“…Studies on positive psychological capital with job satisfaction, commitment and organizational citizenship (Paek et al 2015;Jung & Yoon, 2015;Kaplan & Biçkes, 2013); emotional labor (Kara & Begenirbaş, 2016); job performance and organizational commitment (Karatepe, 2014;Karatepe & Karadas, 2015), organizational support and burnout (Lin, 2013), leaders' psychological capital and employee engagement (Meng et al, 2011); organizational justice and good mood (Çelik et al, 2014) in tourism industry.…”

Section: Employeesmentioning

confidence: 99%

Otel İşletmesi Çalışanlarında Pozitif Psikolojik Sermaye ile İş Performansı Algısı Arasındaki İlişki (The Relationship Between Positive Psychological Capital and Job Performance Perception on Hotel Employees)

Çöp¹,

Kızanlıklı²

2017

jotags

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Anahtar KelimelerPozitif psikolojik sermaye İş performansı Otel işletmeleri Turizm sektörü Özİşgören davranışlarının açıklanarak iş performansı üzerinde etkisi olan faktörlerin ortaya konulması, turizm sektöründe önemli bir rolü olan insan kaynağının etkin ve verimli yönetilmesi açısından oldukça önemlidir. Buradan hareketle bu araştırmanın amacı, bireyin sahip olduğu olumlu ve geliştirilebilir özellikler bütününü oluşturan pozitif psikolojik sermaye ile iş performansı arasındaki ilişkiyi ortaya koymaktır. Ayrıca pozitif psikolojik sermayeyi oluşturan; öz yeterlilik, iyimserlik, umut ve dayanıklılık alt boyutlarının iş performansı üzerindeki etkisi araştırılmıştır. Araştırmanın evrenini İstanbul'daki 5 yıldızlı otel işletmelerinde çalışanlar oluşturmaktadır. Araştırmaya veri toplamak için anket formu kullanılmıştır. Anket formu, çalışanların bireysel özelliklerini belirlemeye yönelik açık ve kapalı uçlu önermeler ile pozitif psikolojik sermaye ölçeği ve iş performansı ölçeği olmak üzere üç bölümden oluşmaktadır. Araştırmaya katılmayı kabul eden otellerden eksiksiz geri dönüşümü sağlanabilen 280 anket değerlendirilmeye alınmıştır. Verilerin analizinde; yüzde ve frekans analizi, t testi, Anova testi, korelasyon analizi ile tek değişkenli regresyon analizinden faydalanılmıştır. Bulgulara göre, genel pozitif psikolojik sermayenin iş performansı üzerindeki etkisinin, alt boyutlarından daha fazla olduğu tespit edilmiştir. Keywords AbstractPositive psychological capital Job performance Hotel establishments Tourism industryExplaining the employees' behaviors and the factors that have an impact on performance is very important in terms of efficient management of human resource which plays an important role in the tourism sector. Thus the aim of the study is to determine the relationship between positive psychological capital and job performance. In addition, the effect level of sub-dimensions of positive psychological capital, which are self-efficacy, optimism, hope and resilience on job performance, was investigated. The target population of the study is 5 stars hotel employees in İstanbul and survey technique was used to collect data. The survey consists of three sections which are open and closed-ended proposals to determine individual characteristics, positive psychological capital scale and job performance scale. The data obtained from 280 questionnaires and to analyse the data descriptive analysis, t-test and Anova test, correlation and bivariate regression analysis were used. According to the findings, there is a significant relation between positive psychological capital and job performance. Also overall positive psychological capital has more influence on job performance than its sub-dimensions.

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“…Analyzing what is the most effective behavior of the IC in FBs and determining what set of strategies and actions carried out within businesses which help to increase the level of IC satisfaction is the main objective of this research work. There is empirical evidence of how the satisfaction and commitment of employees serves to increase effort and show more energy and enthusiasm from employees at work, thus improving performance and customer service (Alfes et al, 2013; Menguc et al, 2013; Karapete and Demir, 2014; Paek et al, 2015). Achieving IC satisfaction, we increase both motivation and business performance.…”

Section: Introductionmentioning

confidence: 99%

Behavior of Internal Customer in Family Business: Strategies and Actions for Improving Their Satisfaction

2017

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Determining the relevant aspects of family businesses (FBs) that make them increasingly competitive is the main objective of researchers in this field. Despite this, there is little empirical literature on the behavior of the internal customer (IC) in FBs or how businesses increase their satisfaction. Basing our work on psychological theories and with both quantitative and qualitative information from 31 semi-structured interviews, this work establishes certain characteristics of the ICs of the FB and proposes a series of guidelines for increasing their satisfaction, thereby facilitating the continuity of this type of business. FBs that are able to understand that the motivation of their ICs is more important than other qualities, and that this requires a more comprehensive management will be able to get sustainable competitive advantages in the future.

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Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale

Cited by 263 publications

References 95 publications

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Otel İşletmesi Çalışanlarında Pozitif Psikolojik Sermaye ile İş Performansı Algısı Arasındaki İlişki (The Relationship Between Positive Psychological Capital and Job Performance Perception on Hotel Employees)

Behavior of Internal Customer in Family Business: Strategies and Actions for Improving Their Satisfaction

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