Ghazaleh Hayavi; Jahangir Karami
Abstract
IntroductionThe purpose of this study was to investigate the effect of perceived organizational support on job engagement and organizational citizenship behavior with mediating role of psychological capital. MethodThe research population included all employees of Oxin Steel Company in Ahvaz in 2016, ...
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IntroductionThe purpose of this study was to investigate the effect of perceived organizational support on job engagement and organizational citizenship behavior with mediating role of psychological capital. MethodThe research population included all employees of Oxin Steel Company in Ahvaz in 2016, from which 300 people were selected by simple random method. The research instruments included Perceived Organizational Support Questionnaire (Eisenberger et al., 1997), Psychological Capital Questionnaire (Luthans et al., 2007), Work Engagement Scale (Schaufeli et al., 2012) and Organizational Citizenship Behaviors Questionnaire (Podsakoff, et al., 1990). The research design was correlational through structural equation modeling (SEM). Evaluation of the proposed model was done using SPSS and AMOS version 22 software. In order to determine the significance of mediation effects in the proposed model, the bootstrap method was used in the preacher and Hayes (2008) Macro program. ResultsThe results of the study showed that the proposed model has a good fit with the data. The direct effects of perceived organizational support and psychological capital on job engagement and organizational citizenship behavior were significant. Findings also showed that perceived organizational support has direct effect on psychological capital (the mediator). Results of indirect effects supported the mediating role of psychological capital in the relationship between perceived organizational support and job engagement and organizational citizenship behavior. DiscussionWhen employees perceive organizational support, it enhances their psychological capital and the result is more job engagement and also organizational citizenship behaviors. On the basis of this results, for increasing perceived organizational support, recommended to to announce employees frequently that desirable practices which organization prepare for them like promotions and rewards, job safety, and autonomy, leads to decreasing organizational and job stressors, arising from discretion of the organization to improve employees' well-being at work setting. In other words, there is not any external power to force the organization to create pleasant working conditions. To practice this, top managers should focus their concern toward employees' well-being. It should also contain development of a kind of organizational culture that supervisor support be rewarded and noticed and a part of supervisor's performance appraisal be assigned to the quality of supervisor-subordinate relationship.
Ghazaleh Hayavi; Asie Moradi; Khadmorad Momeni; Nasrin Arshadi
Abstract
IntroductionThriving at work is a positive psychological state that definitely describes individual growth at organizations. Thriving at work is a two-dimensional construct composed of feeling of vitality or being energized and a sense of learning that signifies the acquisition and application of knowledge ...
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IntroductionThriving at work is a positive psychological state that definitely describes individual growth at organizations. Thriving at work is a two-dimensional construct composed of feeling of vitality or being energized and a sense of learning that signifies the acquisition and application of knowledge and skills to build capability and confidence at work. These two elements considering the affective and cognitive basis of employee growth and development simultaneously. Most previous studies focused on observing outcomes of thriving at work. Their findings show lots of benefits for both employees and organizations mainly such as psychological and physical health and high quality of job performance, but there are a few studies which identify antecedents of thriving at work. On the other hand, the literature of thriving at work supports its mediating role between some antecedents and consequences. In this regard, the present study has taken into account the effects of one of the major antecedents of thriving at work (psychological capital) on job performance and psychological well-being with highlighting the mediating role of thriving at work. The purpose of this study was to investigate the effect of psychological capital on job performance and psychological well-being considering the mediating role of thriving at work MethodThe research method is correlational through structural equation modeling (SEM). The participants of this study were 418 employees of NISOC who were selected through stratified random sampling method. Instruments included Psychological Capital Questionnaire )Luthans et al., 2007(, Thriving at Work Scale )Porath et al., 2012(, Job performance Questionnaire )Williams & Anderson, 1991(, and Psychological Wellbeing Questionnaire )Diener & Biswas-Diener, 2008(. The proposed model was analyzed through structural equation modeling by using SPSS-25 and AMOS-24 software packages. For testing indirect effects, Bootstrap method (Preacher & Hayes, 2008 (was used. ResultsFindings revealed that the proposed model fit the data properly. The direct effects of psychological capital and thriving at work on job performance and psychological well-being were significant. Findings also showed that psychological capital has positive direct effect on thriving at work. Results of indirect effects supported the mediating role of thriving at work in the relationship between psychological capital and both job performance and psychological well-being. Discussion According to the findings of this study, focus on personal chracteristics such as psychological capital and thriving at work in the case of improving job performance and psychological well-being is important thus practices for increasing psychological capital and thriving at work through training packages and programs should be considered by organization.
