Relationship Between Proactive Personality and Employee Well-Being: Mediating Effect of Psychological Capital

Hao, Tengfei; Chen, Y. W.; Yang, Sujin

doi:10.1109/tems-isie46312.2019.9074435

Cited by 2 publications

(4 citation statements)

References 4 publications

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“…Fifth, the result of this study also shows that proactive personality has a substantial direct influence on psychological capital. This finding is in line with studies conducted by Avey (2011), Avey (2014), andHao et al (2019), who explained that individuals who have a proactive attitude are influential in increasing the level of individual psychological capital. This research indicates that organizations that have employees with proactive personalities have the potential to obtain higher psychological capital so that proactive individuals can support the organization in achieving goals.…”

Section: Discussionsupporting

confidence: 92%

“…Studies conducted by Avey in China (2014) and America (2011) reveal that having a proactive personality is a significant predictor of the various dimensions of psychological capital. Recent studies by Hao et al (2019) and Ullah et al (2023) confirm these findings, indicating that individuals with proactive personalities possess greater self-efficacy, optimism, resilience, and hope. Furthermore, earlier studies suggest that individuals with proactive personalities generally have higher levels of self-esteem and a positive outlook on life and work (Clarence et al, 2021).…”

Section: Proactive Personality and Psychological Capitalmentioning

confidence: 77%

“…However, the evidence for psychological capital as a mediator between proactive personality and job performance must be and has not been directly tested by previous empirical research (Castillo & Lopez-Zafra, 2022). It has been found in previous research that psychological capital can act as a mediator between proactive personality and well-being (Hao et al, 2019). Studies have also indicated that individual differences, such as proactive personality traits, result in high levels of psychological capital (Avey, 2014).…”

Section: The Mediation Role Of Psychological Capitalmentioning

confidence: 98%

“…It is possible to test the role of psychological capital mediation as it can intervene and improve positive employee behavior, including job performance (Avey, 2014;Castillo & Lopez-Zafra, 2022). The mediating role of psychological capital, as established by several previous studies (Arefin et al, 2019;Hao et al, 2019;Luthans et al, 2008), can be constructed in this study. By incorporating the broaden-and-build theory of positive emotions (Fredrickson, 2004) and the job demands-resource (JD-R) model (Bakker & Demerouti, 2007), this proposed model is expected to provide valuable insights in the field of organizational behavior research…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Role of Psychological Capital on the Effect of High-Performance Work System and Proactive Personality on Job Performance

Emur,

Mufidawati,

Andryadi

et al. 2023

J. Theor. Appl. Manage.

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Objective: This study aims to investigate the effect of a high-performance work system (HPWS) and proactive personality on job performance and examine the role of psychological capital as mediation in the proposed research model. Design/Methods/Approach: This study adopts quantitative approaches by distributing cross-sectional surveys of multi-sector employees; 231 respondents were collected. The data collected underwent model evaluation and structural equation modeling using Smart PLS 3.2.9, employing the embedded two-stage approach. Findings: The statistical analysis indicates that High-Performance Work Systems (HPWS) and proactive personality directly impact job performance. Moreover, they also have an indirect positive impact through mediation by psychological capital. Originality: This study contributes to the existing literature by investigating the mediating role of psychological capital on the influence of HPWS and proactive personality on job performance in the context of workers in various industrial sectors in Indonesia. This study confirms that HPWS, proactive personality, and psychological capital positively impact employee job performance. It also supports the broaden-and-build theory of positive emotions and the JD-R model in Indonesian workplaces. Practical/Policy implication: The findings of this study can provide valuable insights, evidence, and knowledge to academics and Human resource managers. By implementing High-Performance Work Systems (HPWS), recruiting workers with a proactive personality, and improving employee job performance, organizations can build a solid human resource base that can contribute to achieving optimal organizational goals. Human resource managers are advised to develop policies that focus on recruitment, training, motivation, and enhancing opportunities while fostering a proactive personality among employees. It will encourage optimism, hope, resilience, and efficacy in performing tasks, improving organizational performance and outcomes.

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Section: Discussionsupporting

confidence: 92%