The Experts below are selected from a list of 39378 Experts worldwide ranked by ideXlab platform

Johanna H Buitendach - One of the best experts on this subject based on the ideXlab platform.

  • psychological capital work engagement and organisational commitment amongst call centre Employees in south africa
    Sa Journal of Industrial Psychology, 2013
    Co-Authors: Janet C Simons, Johanna H Buitendach
    Abstract:

    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.

  • Psychological capital, work engagement and organisational commitment amongst call centre Employees in South Africa : original research
    Sa Journal of Industrial Psychology, 2013
    Co-Authors: Janet C Simons, Johanna H Buitendach
    Abstract:

    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.

Janet C Simons - One of the best experts on this subject based on the ideXlab platform.

  • psychological capital work engagement and organisational commitment amongst call centre Employees in south africa
    Sa Journal of Industrial Psychology, 2013
    Co-Authors: Janet C Simons, Johanna H Buitendach
    Abstract:

    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.

  • Psychological capital, work engagement and organisational commitment amongst call centre Employees in South Africa : original research
    Sa Journal of Industrial Psychology, 2013
    Co-Authors: Janet C Simons, Johanna H Buitendach
    Abstract:

    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.

Usman Raja - One of the best experts on this subject based on the ideXlab platform.

  • Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives
    Journal of Business and Psychology, 2016
    Co-Authors: Magda B. L. Donia, Gary Johns, Usman Raja
    Abstract:

    Purpose In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors. Design/Methodology/Approach Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of Employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives. Findings We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors. Implications Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their Employees’ Contribution to the organization. Originality/Value Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.

Magda B. L. Donia - One of the best experts on this subject based on the ideXlab platform.

  • Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives
    Journal of Business and Psychology, 2016
    Co-Authors: Magda B. L. Donia, Gary Johns, Usman Raja
    Abstract:

    Purpose In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors. Design/Methodology/Approach Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of Employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives. Findings We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors. Implications Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their Employees’ Contribution to the organization. Originality/Value Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.

Gary Johns - One of the best experts on this subject based on the ideXlab platform.

  • Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives
    Journal of Business and Psychology, 2016
    Co-Authors: Magda B. L. Donia, Gary Johns, Usman Raja
    Abstract:

    Purpose In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors. Design/Methodology/Approach Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of Employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives. Findings We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors. Implications Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their Employees’ Contribution to the organization. Originality/Value Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.