Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Sinha, S. P.; Talwar, Toran; Rajpal, Reema

doi:10.2117/psysoc.2002.176

Cited by 22 publications

(21 citation statements)

References 27 publications

(20 reference statements)

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“…Shahnawaz & Jafri (2009) [50] have done a research using public and private organizations in India and found that slight positive relationship between PsyCap and OC among the managers. Sinha, Talwar, and Rajpal (2002) [51] stated that there was a positive relationship between self-efficacy and OC in a sample of 167 managers. Larson & Luthans (2006) with their exploratory study in small factory found that positive relationship between the level of PsyCap of production worker and their OC [47].…”

Section: Psycap Work Attitudes and Job Performancementioning

confidence: 99%

Psychological Capital and Job Performance: The Mediating Role of Work Attitudes

Kappagoda¹,

Othman²,

Alwis³

2014

JHRSS

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The purpose of this study was to investigate the relationships among Psychological Capital (PsyCap), work attitudes and job performance of the employees in the banking sector in Sri Lanka. The sample consisted of 176 managers and 357 non-managerial employees. A questionnaire was administered among the employees as the measuring instrument. The collected data were analyzed using correlation coefficient and regression. The results of the study indicated that there was a significantly positive relationship between PsyCap and job performance, PsyCap and work attitudes, work attitudes and job performance. Work attitudes were found to mediate the relationship between PsyCap and job performance of the employees in the banking sector in Sri Lanka.

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Section: Psycap Work Attitudes and Job Performancementioning

confidence: 99%

Psychological Capital and Job Performance: The Mediating Role of Work Attitudes

Kappagoda¹,

Othman²,

Alwis³

2014

JHRSS

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“…The different dimensions of PsyCap have been shown to have a positive correlation with organisational commitment (Luthans, Norman, Avolio & Avey, 2008). Empirical research has found that organisational commitment is correlated with hope, optimism, resilience and self-efficacy (Sinha, Talwar & Rajpal, 2002;Youssef & Luthans, 2007). Buys and Rothmann (2010) reported a positive correlation between organisational commitment and work engagement, concluding that engaged employees had better social functioning and affective commitment.…”

Section: Relationship Between Constructsmentioning

confidence: 99%

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

2013

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Orientation: The development of psychological capital amongst call centre employees could have an impact on positive work-related attitudes and behaviour; such as work engagement and organisational commitment.Research purpose: The purpose of the research was to determine the relationship between psychological capital, work engagement and organisational commitment amongst call centre employees; and further, to determine whether psychological capital and work engagement hold predictive value for the organisational commitment of call centre employees.Motivation for the study: There is a gap in research in understanding and enabling positive resource capacities in highly stressful work contexts such as call centres.Research design, approach and method: A cross-sectional survey design was used. A sample of 106 call centre employees from a South African organisation participated in the research. The measuring instruments included a demographic questionnaire, the Psychological Capital Questionnaire (PCQ), the Utrecht Work Engagement Scale (UWES) and the Organisational Commitment Questionnaire (OCQ).Main findings: Significant positive relationships were found between psychological capital, work engagement and organisational commitment. The results showed work engagement as being the only significant predictor of organisational commitment.Practical/managerial implications: Call centre employers need to develop and implement workplace interventions that would increase the psychological capital of call centre employees.Contribution/value-add: The research findings will benefit both call centre employees and management. The study highlighted the importance of the role of optimism as a subdimension of psychological capital in developing work engagement and organisational commitment amongst call centre employees.

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“…In a study by McColl-Kennedy and Anderson (2005), there was evidence of a dependency link between optimism and commitment [57]. Sinha, Talwar, and Rajpal (2002) studied the relationship between self-efficacy and organizational commitment and found that organizational commitment is positively related with self-efficacy [37].…”

Section: Relationship Between Psychological Capital and Organisationamentioning

confidence: 99%

“…provide interventions that specifically target hope, self efficacy, resilience and optimism in the employees. Research has shown that psychological resource capacities do have a positive impact on organisational commitment [31,37].Individuals with higher positive affect express more positive states and develop positive measurable actions in the personal and social relationship in comparison with individuals with lower positive affect [58].…”

Section: Psychological Capital a Predictor Of Organisational Commitmentmentioning

confidence: 99%

“…[35] The different dimensions of PsyCap have been shown to have a positive correlation with organisational commitment [36]. Empirical research has found that organisational commitment is correlated with hope, optimism, resilience and self-efficacy [31,37].Hope as one of the dimensions of PsyCap hasbeen documented to be important in the workplace [38]. It has a positive effect on employee satisfaction, organisational commitment and work happiness [31] and it predicts job performance beyond cognitive ability and self-efficacy [39].…”

Section: Introductionmentioning

confidence: 99%

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Examining Organizational Commitment and Psychological Capital in Indian Bank Employees

Jain¹,

Kumar²

2017

IOSR JHSS

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Abstract:The objective of the present research was to understand the sector differences (public vs. private) in Indian banks on organisational commitment. The study also tries to understand the relationship between psychological capital and organisational commitment in the banking sector. The sample comprised of 147 middle level managers, above 25 years of age, working in public and private banks. The organizational commitment questionnaire and the psychological capital questionnaire were administered and descriptive and inferential statistics were used for analysis. On the basis of public and private sector, no significant differences were found on organizational commitment but the public sector employees had significantly higher continuance commitment than the private sector. It was found that there is a significant relationship between psychological capital and organizational commitment. The study has implications for designing psychological interventions to enhance organizational commitment.

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Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Cited by 22 publications

References 27 publications

Psychological Capital and Job Performance: The Mediating Role of Work Attitudes

Psychological Capital and Job Performance: The Mediating Role of Work Attitudes

Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa

Examining Organizational Commitment and Psychological Capital in Indian Bank Employees

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