Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Abstract

Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.

Associations between Leisure Preferences, Mindfulness, Psychological Capital, and Life Satisfaction

“…In addition, it aimed to assess whether mindfulness, psychological capital, and life satisfaction are linked to different leisure preferences. Many previous studies established links between leisure preferences and life satisfaction [ 23 , 31 ], links between life satisfaction and psychological capital [ 89 , 90 , 125 , 126 , 127 , 128 ], life satisfaction and mindfulness [ 129 , 130 ], or mindfulness and psychological capital [ 72 , 74 , 76 , 131 ]. Previous studies also examined links between several types of leisure activities and psychological capital [ 99 , 132 ] or links between some activities (meditation, physical activity) and mindfulness [ 9 , 133 , 134 , 135 ].…”

Come and Gone! Psychological Resilience and Organizational Resilience in Tourism Industry Post COVID-19 Pandemic: The Role of Life Satisfaction

“…It can be argued that people with high levels of LS are more likely to navigate cumulative and unpredictable changes in work more successfully. The positive significant link between life satisfaction and organizational resilience highlights the interdependence between individual well-being and organizational success [75]. The adaptive capacity of an organization, a key component of resilience, is positively influenced by satisfied and motivated employees [76].…”

Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example

“…The authors of PsyCap (Youssef-Morgan and Luthans, 2015) referred to these four mechanisms as the "HERO within" (Hope, Efficacy, Resilience, and Optimism), claiming they act as a single body in facilitating the various positive and negative experiences of individuals. PsyCap as a personal construct has gained significant attention from scholars in various fields, including organizational and management (Liu, 2021;Dirzyte and Patapas, 2022). Research showed that PsyCap could be relevant for many job-related outcomes, such as job satisfaction (Zhang et al, 2021), innovation (Dimas et al, 2022), and problemsolving (Ho and Chan, 2022), as well as health performance, such as reducing emotional exhaustion (Jung and Yoon, 2022) and increasing overall mental health (Cao et al, 2022).…”

“…PsyCap as a personal construct has gained significant attention from scholars in various fields, including organizational and management ( Liu, 2021 ; Dirzyte and Patapas, 2022 ). Research showed that PsyCap could be relevant for many job-related outcomes, such as job satisfaction ( Zhang et al, 2021 ), innovation ( Dimas et al, 2022 ), and problem-solving ( Ho and Chan, 2022 ), as well as health performance, such as reducing emotional exhaustion ( Jung and Yoon, 2022 ) and increasing overall mental health ( Cao et al, 2022 ).…”