Positive psychological capital is defined as a positive state and individual development characterized by self-efficacy, optimism, hope and high self-defense.
Video Positive psychological capital
Introduction
For decades psychology has been associated as dealing primarily with the treatment of mental illness, though the field of research and other applications has existed since its origins. At the end of the 20th century a new approach in psychology gained popularity: positive psychology.
Positive psychology, the study of optimal human function, is an attempt to respond to systematic biases inherent in the emphasis of the history of psychology on mental illness rather than on mental health (Seligman, 2002), primarily by focusing on two forgotten, but classical psychological goals:
- Help ordinary people to lead a more productive and meaningful life.
- The full realization of the potential that exists in man.
Since Martin Seligman, former head of the American Psychological Association, chose positive psychology as the theme of his presidency, empirical research and theoretical development emerged in this field.
Two new branches of positive psychology are being implemented into the industrial-organization world.
- A positive organizational scholarship - derived from Kim Cameron and colleagues is a field of research that emphasizes the positive characteristics of organizations that facilitate their ability to function throughout the crisis period.
- Positive organizational behavior (POB) - research by Luthans focuses on valid measurements of positive, psychological states open to development and impacts on desired employee attitudes, behavior, and performance.
Drawing from the construction of positive psychology and empirical research, four psychological resources are determined to meet the scientific inclusion criteria of POB: Hope, Efficacy, Resilience, and Optimism and are called by Luthans and colleagues as Psychological Modal or Positive PsyCap In combination, the four constructs of PsyCap are empirically determined to be second-order, the construction of a nucleus that has a stronger relationship with satisfaction and performance than each component by itself. The four components are defined as follows:
- Expectations - Determined as a positive motivational state in which two basic elements - a successful sense of the agent (or goal-oriented determination) and path (or proactive planning for achieving that goal) interact.
- Self-efficacy - Defined as people's confidence in their ability to achieve certain goals in certain situations.
- Optimism - is determined by Seligman's theory by Attribution (Fritz Heider, 1958). Optimists are defined as people who make "internal" or "dispositional" attributions, fixed and global for positive and "External" or "situational" events, not fixed attributions and specific for negative events. Optimism at Psycap is considered a realistic construction that considers what employees can or can not do, thus optimism strengthens efficacy and hope.
- Resilience - Determined in Positive Psychology as a positive way to overcome adversity or distress. In the organizational aspect, it is defined as the ability to recover from stress, conflict, failure, change or increased responsibility.
' PsyCap Relation with various representative organizational results ' '' '' '' '' [edit]
PsyCap has a positive correlation with the attitudes, behaviors, and performance of the desired employee. [12]
A meta-analysis of 51 independent samples found a strong, significant, positive relationship between PsyCap and desired attitudes (eg, satisfaction, commitment, and well-being), behavior (eg, citizenship) and performance (self, supervisor assessed, and objectively) and negative relationships with unwanted attitudes (eg, cynicism, stress, anxiety, and shifting desire) and behavior (eg, deviations).
PsyCap mediates between supportive climate and employee performance [13]
PsyCap and a favorable positive climate are needed for human resources to achieve steady organizational growth. A supportive climate is defined as the total support employees receive from their co-workers, other departments and their supervisors who assist them with their job demands.
High PsyCap employees support effective organizational change [14]
Organizational change is defined as the lack of conformity with the increasing environment as a result of the gap between organizational goals and current outcomes. Employees have a responsibility to adjust and behave in accordance with new strategies dictated by management, mostly with fewer resources. During the changes, different aspects of PsyCap employees are tested - they must learn new and confident ways of doing it, recover from crises, be motivated to cope efficiently and to trust a better future. PsyCap and positive emotions are examples of how personal factors facilitate organizational change. Positive change is defined as any change experienced by the organization for its own benefit and has more positive psychological and behavioral consequences than negative ones. The role of positive emotions is that they help workers cope with organizational change by broadening their point of view, encouraging open decision making and giving them vital vitality to overcome them. This interaction means PsyCap, through positive emotions, influences worker attitudes and behavior, which, in turn, affects organizational change.
PsyCap can be developed [15]
Experimental studies [16] [17] and longitudinal [18] exhibit similar properties to the PsyCap state and can be developed and lead to increased performance.
PsyCap can be extended beyond work to other life domains such as relationships and health [19]
Recent research has found that the size of "Relationship PsyCap" and "Health PsyCap" is related to individual satisfaction assessment and desired objective outcomes such as time spent with family and friends in cases of relationships and cholesterol and BMI in health cases.. When combined with job satisfaction, all three are related to overall wellbeing.
Now after nearly a decade of building up theories [20] and research, PsyCap is widely recognized worldwide and is being applied in positive leadership [21] [22] and the development of human resources and performance management programs across all types of organizations - business, healthcare, education, military and athletics
Maps Positive psychological capital
Link with emotional capital
Emotional capital (EK), capital in the economic sense: filling the gap in the Becker Human capital measurement approach. This brings results and bridges the results of psychology and economics by taking into account the soft skills as the socio-emotional competencies described in the emotional intelligence model of Goleman, Cherniss, Bar-on, Salovey & Meyer, Caruso, Sarni.
Relationship with Emotional Capital (EK): Emotional Capital (Gendron B., 2002, 2004). filling the gaps in Becker's human capital measurement. This is the economic approach of the psychological and human behavioral parts that are not innate but produced. Precisely, emotional capital (Gendron, 2004) deals with the set of emotional competencies defined in the emotional intelligence model and complements the human resource approach in which such skills are lost in the evaluation and return of human capital.
Emotional approaches and emotional concepts of capital (EK) fill the gap in Becker's human capital measurement approach. It brings results and bridges the results of psychology and economics. "Emotional Capital is a set of resources (emotional competence) attached to people who are useful for personal, social, professional and organizational development" (Gendron, 2004c). EK is a crucial capital because it affects the learning process of the community, especially for children and young people at risk, enabling balanced human development, participating for better social cohesion, smoother human relationships, the future of successful life in society and have been to their schools of retention and success.
Emotional capital has specific characteristics associated with emotional competence. Emotional capital is an important capital: more than additional capital, it is also the driving capital. If social, cultural and human capital are often complementary (Coleman, 1993), emotional capital has a certain place among them. This is the first catalyst because it is very important for the constitution of human resources. Indeed, the constitution of human capital may never occur if basic or appropriate emotional capital does not exist. Only ad hoc emotional capital will enable the formation of human capital. Also, emotional capital is potentionalizealizing - a capital booster over simple additional capital as it is very important to effectively utilize Becker's human capital and human capital (the way it has been limited to measured general knowledge and technical skills). EK is a crucial capital because it affects the learning process of the community, especially for children and young people at risk, enabling balanced human development, participating in social cohesion, smoother human relationships, the future of successful living in society and up to to their school's retention and success as well as in the workplace. In the context of work, it improves workplace performance and well-being and especially when managers have developed themselves ad hoc emotional capital to become attentive and benevolent managers (Gendron et al., 2008) (Gendron, 2015)
Relationships with different organizational results
PsyCap has a positive correlation with the attitudes, behaviors, and performance of the desired employee.
A meta-analysis of 51 independent samples found a strong, significant, positive relationship between PsyCap and desired attitudes (eg, satisfaction, commitment, and well-being), behavior (eg, citizenship) and performance (self, supervisor assessed, and objectively) and negative relationships with unwanted attitudes (eg, cynicism, stress, anxiety, and shifting desire) and behavior (eg, deviations).
PsyCap mediates between supportive climate and employee performance - Psycap
PsyCap and a favorable positive climate are needed for human resources to achieve steady organizational growth. A supportive climate is defined as the total support employees receive from their co-workers, other departments and their supervisors who assist them with their job demands.
High PsyCap employees support effective organizational change
Organizational change is defined as the lack of conformity with the increasing environment as a result of the gap between organizational goals and current outcomes. Employees have a responsibility to adjust and behave in accordance with new strategies dictated by management, mostly with fewer resources. During the changes, different aspects of PsyCap employees are tested - they must learn new and confident ways of doing it, recover from crises, be motivated to cope efficiently and to trust a better future. PsyCap and positive emotions are examples of how personal factors facilitate organizational change. Positive change is defined as any change experienced by the organization for its own benefit and has more positive psychological and behavioral consequences than negative ones. The role of positive emotions is that they help workers cope with organizational change by broadening their point of view, encouraging open decision making and giving them vital vitality to overcome them. This interaction means PsyCap, through positive emotions, influences worker attitudes and behavior, which, in turn, affects organizational change.
PsyCap can be developed
Experimental and longitudinal studies show PsyCap's similar-state properties and it can be developed and lead to increased performance.
PsyCap can be extended beyond work to other life domains like relationships and health
Recent research has found that the size of "Relationship PsyCap" and "Health PsyCap" is related to individual satisfaction assessment and desired objective outcomes such as time spent with family and friends in cases of relationships and cholesterol and BMI in health cases.. When combined with job satisfaction, all three are related to overall wellbeing.
Now after nearly a decade of building up theories and research, PsyCap is widely recognized worldwide and is being applied in positive leadership and human resource development and performance management programs across all types of organizations - business, health, education, military and athletics.
References
External links
- Liam F. Page and Ross Donohue, Capital of Positive Psychology: Initial Exploration of Development, Monash University
- The Institute of Applied Positive Psychology (IAPPI) - A research-based, nonprofit, educational institution dedicated to advancing the use of positive psychology within the organization.
- Gendron B. (2004) https://halshs.archives-ouvertes.fr/file/index/docid/201223/filename/B-Gendron-emotional-capital-article04-signature-actualisee05.pdf
- Gendron B. (2008) http://www.eiconsortium.org/members/gendron.htm
Source of the article : Wikipedia
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