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In order to have a successful business with a motivated and dedicated workforce, the concept of organizational behavior needs to be conceptualised. Organizational behavior is referred to as any kind of behavior emanating from the structure and culture of the workplace. Positive change can be fostered in the workplace by various practices that can be carried out by managers to guide Organizational behavior. These practices include in-depth planning, requesting feedback, thinking as a group and using tools to measure change. Proper planning needs to take place in order to influence positive change in the workplace. This preparation needs to be carried out in advance, or else any change that occurs may either not be positive or may not last. When change is to be carried out, it is necessary for organizations to plan for this happening by ensuring that all risks are minimized and all returns are maximized. In this way, organizations try to get the most positive effects from the change...

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The emergence of the positive psychology movement provided an increased awareness on the relative importance that positive psychological strengths and capacities can have on human functioning. Human capital as conceptualized by Fitz-enz (2000) consists of four subsets: Psychological capital, Intellectual capital, Emotional capital, and Social capital termed as “PIES”. We use the term psychological capital here to represent individual motivational propensities that accrue through positive psychological constructs such as efficacy, optimism, hope, and resilience. Psychological Capital (PsyCap) is one of the positive personal resources to enhance an individual's success at workplace. Luthans et al. (2007a) defined Psychological Capital (or PsyCap) as: “an individual's positive psychological state of development that is characterized by: (1) having confidence (self-efficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems with adversity, sustaining and bouncing back and even beyond (resiliency) to attain success" Empowerment is the core of a high-performing organization that enables non-managerial employees to participate in substantive decisions. As organizations seek ways to help employees navigate the ever-challenging work environment, they increasingly are recognizing the importance of positivity and concentrating on developing employee strengths, rather than dwelling on the negative and trying to fix employee vulnerabilities and weaknesses. Through this paper we have focused on how organizations can take up the process of developing psychological capital in employees for better performance.

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This paper will attempt to define positive organizational behavior and outline the role of self-efficacy, hope, optimism and resilience in maintaining positive behavior in an organization. Recent researches and findings by famous psychologists are stated at relevant points to relate the four core-constructs to the positive organizational behavior (POB). The focus of the paper is also towards giving practical suggestions for creating a workplace that is conducive to being confident, hopeful, optimistic, resilient and promotes a sense of well-being.

Indus Foundation International Journals UGC Approved

Organizational commitment refers to an employee's emotional attachment with an organization, while as self efficacy refers to belief in one's abilities for successful accomplishment of a given task. OC and SE have been significant employee job attitudes leading to positive job outcomes. Organizations tend to enhance favourable job attitudes and outcomes for the achievement of individual and organizational objectives and goals leading growth and development. The current study would be about impact of job attitudes like OC and SE of employees on employee service performance. The study being conducted across service sector of Jammu and Kashmir, India.

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The major purpose of this study was to assess the impact of workplace incivility on organizational outcomes as well as the mediating effect of Psychological capital on this process particularly in academic organization in Fiji. To accomplish this purpose, personal distribution of 250 questionnaires was given to the teachers. The final response rate from employees was 90% (225/250). The result shows that workplace incivility was found to be negatively significant to organizational commitment, job involvement and job satisfaction. Secondly, there was a negative relationship between workplace incivility and psychological capital. Thirdly, as predicted psychological capital was positively significantly related to organizational commitment, job involvement and job satisfaction. Fourthly the mediating role of Psychological Capital was identified to have significant relationship between Workplace Incivility and Organizational Outcome. Finally practical recommendation was suggested for the employees of Fiji.

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In the present global business environment, organizations need different approaches for overcoming the current demands and future challenges for which a creative workplace is a prerequisite. To understand workplace creativity in depth, we need to examine the interactions between personal and contextual characteristics as well as interactions among the contextual characteristics in an organization. Although researchers have attempted to understand the interactions between personal and contextual characteristics, enough attention has not been paid to the interactions among the contextual variables of employee creativity. In the present study, an attempt has been made to examine the interacting role of task complexity with work autonomy in contribution towards workplace creativity. The study has been carried out upon 304 information technology (IT) professionals working in different IT companies located in the Kochi and Trivandrum region of the state of Kerala. Findings reveal that the three dimensions of work autonomy, namely, work method autonomy, work schedule autonomy and work criteria autonomy have a direct positive contribution towards workplace creativity. Direct positive contribution towards workplace creativity is also exhibited by task complexity. As far as the moderating effect is concerned, task complexity is found to moderate significantly the relationships of work criteria as well as work schedule dimension of work autonomy with workplace creativity.

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This study examines the relationship among management and peer support, trust, self-efficacy, organizational learning, and organizational effectiveness. Within organization , supportive work environment plays a significant role in the establishment of employees' learning process. The causal design is used to analyze the impact of supportive work environment on employees' psychological influence (i.e. trust and self-efficacy) and organizational learning. The nature of the study is cross-sectional with convenience sampling technique. Data is collected from employees of 400 banks located at twin cities i.e. Islam-abad and Rawalpindi through self-administered questionnaire. Data was analyzed through Structural Equation Modeling (SEM) through maximum likelihood. Finding indicates that top-management and co-worker support (i.e. stimulus) had significant positive impact on employee's trust and self-efficacy (i.e. organism) and organism acts as mediator between stimulus and response. Moreover, employees' trust (cognitive/emotional), and self-efficacy had significant positive impact on organizational learning and organizational effectiveness (i.e. response). Bank managers, industry associations, training providers, and research institutions may use findings to bring improvements in organizational learning mechanisms and employee behaviors to enhance the overall effectiveness of the organizations.

Aisha Maningratu

Today, the effective managers have realized that efficient use of capital and achieving socioeconomic unique competitive advantage is possible in the light of psychological capital, and to recognize and foster the positive aspects of employee behavior. Therefore, this study aims to investigate the relationship between the structural components of psychological capital with creativity and entrepreneurship. The study population consisted of 435 employees of Bushehr city traffic police that is determined using Cochran formula; the sample size became 332 people. In addition to collecting data, a questionnaire and to analyze the data, Pearson correlation and structural equation modeling (SEM) were used. The results of structural equation modeling show that hope and efficacy, resiliency has a direct relationship with creativity. As well as self-efficacy, hope, resiliency and optimism have a direct and significant relationship with creativity and entrepreneurship. Moreover creativity is a partial mediator of the relationship between optimism and self-efficacy to corporate entrepreneurship. In other words, hope and self-efficacy are effective through creative influence on entrepreneurship.


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