...Assessing the Moderating Role of Psychological Capital on Work-Family Conflict and Its Outcomes Amna Binte Shehzad Malik Ahmed Bin Shehzad Malik Kaniz Fatima and Asbah Shujaat University of Central Punjab Author Note Research Article written by students of BBA at Faculty of Management Studies, University of Central Punjab, for the completion of Research Methodology course under the instruction of Inam-ul-haq, Assistant Professor at University of Central Punjab Any correspondence regarding this article should be addressed to Ahmed Bin Shehzad Malik. Email: ahmed.shehzad5@gmail.com INTRODUCTION The success of any organization is highly dependent on how its employees work and perform tasks (Lambert, 1990). For quite some time, employees have been facing difficulties in the form of work-family conflict because they are unable to fulfill the roles of their work life and family life properly. Work-family conflict affects the productivity of an employee which, consequently, has impact on the outcomes for the organization. The recent explosion of interest in the work-family interface has given rise to a number of concepts that try to explain these two major fields of life in terms of work-family balance, accommodation, compensation, spillover, work-family enrichment and work-family integration etc. (Barnett, 1998; Edwards & Rothbard, 2000; Friedman & Greenhaus, 2000; Greenhaus &Beutell, 1985; Lambert, 1990). One term commonly used and cited in these research...
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...This is essay will reflect the results of my PSYCAP assessment. It will detail the results and present a number strategies that could be instituted to improve my job performance and overall job satisfaction. PSYCAP or Positive Psychological Capital can be defined as the positive and developmental state of an individual as characterized by high self-efficacy, optimism, hope and resiliency. (Larson, M. D., Norman, S. M., & L. D. (2013) It provides a comprehensive pathway to employing psychology science in workplace operations. PSYCAP utilizes the roles of four aforementioned psychology constructs to assess an individual’s development, performance and overall effectiveness. Results Efficacy Score: 18 pts. 15 - 18 pts. Feedback: High level of PsyCap. Resiliency Score: 18 pts. 15 - 18 pts. Feedback: High level of PsyCap. Hope Score: 17 pts. 15 - 18 pts. Feedback: High level of PsyCap. Optimism Score: 15 pts. 15 - 18 pts. Feedback: High level of PsyCap. Listed above are the results of my PSYCAP assessment. The first category listed in the PSYCAP assessment is efficacy. Efficacy refers to an individual’s level of confidence to achieve a specific goal on a specific task in the workplace. I am in complete agreement the score given on this assessment. The assessment identified my level of PSYCAP as a score of 18 pts demonstrating a HIGH amount. In the workplace, I am consistently faced with a number of challenges. A well-rounded knowledge base and a proven systematic...
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...------------------------------------------------- MGT 312 ------------------------------------------------- Self-Assessment Report Cover Sheet ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Your name (Please print)_______________________________________ ------------------------------------------------- ------------------------------------------------- Student ID #________________________ Section_________________ ------------------------------------------------- AssessmentNo. | Assessment | Completed | 1 | How satisfied are you with your present job? Answer questions on p. 57 | | 2 | What is my Big 5 personality profile 5? Answer questions on p.82 | | 3 | What is the status of my acquired needs? Answer questions on p.150 | | 4 | What rewards do I value most? Answer questions on p.201 | | 5 | What are my signature strengths? Answer questions on p.244 | | 6 | Group and Team role preferences scale. Answer questions on p. 259 | | 7 | What is your preferred conflict handling style? Answer questions on p.351 | | 8 | Corporate culture preference scale. Answer questions on p. 501 | | | | | | | | ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Please write...
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...TABLE OF CONTENT Sl.no | Topics2 | Page No. | 1 | Abstract | 3 | I | Literature review | 3-13 | II | Research methodology | 14-20 | III | Tools used in the study | 20 | IV | Analysis &Interpretation | 21-35 | | Demographics | 22-25 | | SEM PLS | 26-34 | | Hierarchical Regression | 35 | V | Findings | 36-38 | VI | Conclusion | 39 | VII | Reference | 40-45 | VIII | Annexure | 44-48 | ABSTRACT The study on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour explores the association of employees psychological capital with there job satisfaction and organisational citizenship behaviour in IT sector. The study also tries to examine the mediating role played by job satisfaction between psychological capital and Organisational citizenship behaviour. A self reported paper based questionnaire survey will be conducted on employees working in IT firms in Kochi. The study was conducted among employees who were team leaders and entry level engineers employed at IT firms in Kochi. The employee with positive psychological capital and job satisfaction will exhibit organisational citizenship behaviour. Many studies have been conducted previously to identify the relationship between the variables such as on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour. The research showed positive relation among the three variables and job satisfaction having partial mediation between psychological capital and organisational...
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...Laurel Fizer MGT/312 12/21/2015 Adeline Boomgaard Efficacy Score : 18 pts. 15 - 18 pts. Feedback: High level of PsyCap. Resiliency Score : 15 pts. 15 - 18 pts. Feedback: High level of PsyCap. Hope Score : 15 pts. 15 - 18 pts. Feedback: High level of PsyCap. Optimism Score : 12 pts. 9 - 14 pts. Feedback: Moderate level of PsyCap. I strongly agree with my results from this self-assessment. In my current job role as a personal banker I find myself to be effective, resilient, hopeful and slightly optimistic, I say slightly simply because I never like to take anything for granted. It’s very important to be effective in my job role, I need to pay attention to detail and make sure I am meeting my sales goals, not only for the month but with each specific customer. With every customer I sit with its important that I set them up with the basic banking needs such as online banking and a debit card as well as ask them more in depth questions about their financial goals and debt they may want to consolidate. Not all customers will take these questions as being effective, some may take it as me prying into their personal business, but that is where resilience comes into effect. I am resilient to upset customers, not to say I don’t care how they feel, but there are times where you just can’t please everyone. I am always hopeful that I will win over their trust in the future, but sometimes it’s okay to let them be upset for the time being. Some strategies I have...
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...leadership. Both Robert Terry’s “Authentic Action Wheel” (1993) and Bill George’s five characteristics of AL are discussed before turning the attention to Walumbwa et al’s four construct model of AL which involves Self-Awareness, Relational Transparency, Internalized Moral Perspective and Balanced Processing of Information. The essay then assesses the effectiveness of the different forms of measurement existing for AL before discussing the potential applications of AL in the workplace. The essay ends by providing criticisms of the theory and recommends further research in the area of AL, particularly in relation to measuring the effectiveness of the theory in an applied setting. Keywords: Authentic Leadership, Authenticity, AL theory, PsyCap Introduction: “Hard times arouse an instinctive desire for authenticity”, Coco Chanel. Although it wasn’t until after Coco Chanel’s death that there was a real call for Authentic Leadership her words still ring true. Following...
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...Briefly explain the characteristic of effective feedback. one of a leader's responsibilities is to create and utilize a forum for open, constructive communication which feedback is one important aspect. effective feedback, both positive and negative, is helpful to others. when you give feedback you are offering valuable information that will be useful to another person making decisions about how to behave. feedback is not criticism. criticism is evaluative, feedback is descriptive. it also allows us to build and maintain communication with others. feedback provides the individual with information that can be used in performing personal evaluation List the capabilities that people use to initiate, regulate, and sustain their behavior according to the social cognitive theory. self-efficacy makes a difference in how people feel, think and act. in terms of feeling, a low sense of self-efficacy is associated with depression, anxiety, and helplessness. such individuals also have low self-esteem and harbour pessimistic thoughts about their accomplishments and personal development. in terms of thinking, a strong sense of competence facilitates cognitive processes and academic performance. self-efficacy levels can enhance or impede the motivation to act. individuals with high self-efficaccy choose to perform more challenging tasks. What are three ethical characteristics of charismatic leaders? unethical chanrismatic leader, individual qualities of ethical and unethical charismatic...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...Terminology/ Question | Definition/ Answer | Definition of job satisfaction | Collection of attitudes that people have about their jobs | Two aspects of satisfaction | Facet & overall | Compensation belongs to which aspect of satisfaction. | Facet | Definition of motivation | the extent to which persistent effort is directed toward a goal | Give 3 examples of what predicts job satisfaction. | Personality, discrepancy, fairness. | List 3 examples that job satisfaction predicts. | Absenteeism, turnover intentions, customer satisfaction. | list 3 examples of external motivation. | pay, benefits bonuses, promotion | list 3 examples of internal motivation | challenge skills, sheer interest, accomplishment | Terminology/ Question | Definition/ Answer | Need for affiliation | A strong desire to establish and maintain friendly, compatible interpersonal relationships | Need for power | A strong desire to influence others, making a significant impact or impression | Skill variety | The opportunity to do a variety of job activities using various skills and talents | Task identity | The extent to which a job involves doing a complete piece of work, from beginning to end. | Task significance | The impact that a job has on other people | Autonomy (in job characteristic model) | The freedom to schedule one’s own work activities and decide work procedures. | Job feedback | Information about the effectiveness of one’s work performance. | List...
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...Perception is a process by which people select, organize, interpret and retrieve information to respond to stimulus from their environment. Perception according to many management theories plays a vital role in work output through a series of connections. Perception directly and indirectly affects behavior and in turn affects the individual at a micro and macro level. There is a need to understand the role that a manager plays. It’s just to place a high premium on understanding what factors are responsible for perceptions , the factors affecting perception and the perception process thereby helping us to understand how it affects behavior and in turn the organization. Factors that affect our perception can be classified into 3 categories. Firstly, factors related to the perceiver, which includes interests, experience, motives, attitude and expectations. Secondly, factors that are related to the stimuli, factors including motion, size, proximity, sound and background. Thirdly, factors related to the situation or the environment, which includes time, work setting and social setting. A leap in the field of understanding ways to make the best of employee’s strengths was through a new perspective of the science of psychology itself; Martin Seligman wanted psychology to be thought of as the study of the best things in life. The aim of positive psychology is to use scientific methodology to discover factors that allow individuals, group, organizations and communities to thrive...
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...Motivation in today's workplace: the link to performance. ABSTRACT In today's hyper-competitive marketplace, understanding what fosters and forwards employee motivation--and, thus, organizational performance--is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage. ********** Introduction In today's marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise. Motivation is generally defined as the psychological forces that determine the direction of a person's level of effort, as well as a person's persistence in the face of obstacles. The direction of a person's behavior refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up. (1) The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee. Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation...
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...A Leadership Model:Developing Rather Than Finding One That WorksIn this day in age, an organizations key to success is to “get to the top” and get there yesterday. In the past organizations might have taken pride in the attempts that they had made to become successful. Though they may have failed many times, they were on a mission to find what worked best for their employees, their managers and the organization as a whole. Fast forward to the 2000s and the bookshelves are filled with books upon books on how to get rich quick, how to succeed with cold calls, and how to find success through managing others. It is for this reason some of these books have reached the status of “best seller.” The question however is: are they “best sellers” or are they “Great practical advice that could truly make an organization succeed with easy methods to follow, understand, and keep going long term”? Among these books, one can find the latter mentioned, but the important part is taking the key concepts and molding them into what is needed for each individual organization. Even within the same vertical, different methods may work for one but bring another to its demise. These seekers should not be searching for a cookie cutter method, unless that is, their employees are cookie cutters.It is vital when learning how to manage a team and an organization to remember the beginning vision and the values to uphold. It is also important to determine one’s own dedication and align those around them...
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...Indiana Institute of Technology (Indiana Tech) Management Theories or Principles And How They Apply To My Organization Module Six Assignment Final Paper By William D. Inman Student ID# 1020398 Professor: Dr. Joe Flowers Executive Management MBA5000 September 05, 2015 Table of Contents Introduction………………………………………………………………………………………….…………………….………………………………………….3 Value and Vision…………………………………………………………………………………………………………………………..……………..4 Moral Intelligence: Enhancing Business Performance and Leadership Success The Ethics Recession: Reflections on the Moral Underpinnings of the Current Economic Crisis Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value Direction and Alignment…………………………………………………………………………………………………………………………5 Gut Feelings: The Intelligence of the Unconscious Psychological Capital: Developing the Human Competitiveness Edge Fish!: A Remarkable Way to Boost Morale and Improve Results Motivate and Empower………………………………………………………………………………………………………….………….…..7 The One Minute Manager Why Pride Matters More Than Money: The Power of the World's Greatest Motivational Force The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want Learning and Change………………………………………………………………………………………………………………………………..11 Who Moved My Cheese?: An Amazing Way to deal with Change in Your Work and in Your Life Followership: How Followers Are Creating Change and Changing Building the Bridge as You Walk on It: A Guide for Leading...
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...This page intentionally left blank Lut12575_fm_i-xxvi.indd Page i 2/10/11 2:28 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles International Management Culture, Strategy, and Behavior Eighth Edition Fred Luthans University of Nebraska–Lincoln Jonathan P. Doh Villanova University Lut12575_fm_i-xxvi.indd Page ii 2/11/11 2:35 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on recycled, acid-free paper containing 10% postconsumer waste. 1 2 3 4 5 6 7 8 9 0 QDB/QDB 1 0 9 8 7 6 5 4 3 2 1 ISBN 978-0-07-811257-7 MHID 0-07-811257-5 Vice President & Editor-in-Chief: Brent Gordon Vice President, EDP/Central Publishing...
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