Potential Added Value of Psychological Capital in Predicting Work Attitudes

Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given to human capital and more recently social capital, this article proposes and empirically tests the potential added value that psychological capital may have for employee attitudes of satisfaction and commitment. After first providing the background and theory of PsyCap, this article reports a study of manufacturing employees (N = 74) that found a significant relationship between PsyCap and job satisfaction (r=.373) and organization commitment (r=.313). Importantly, the employees’ PsyCap had a significant added impact over human and social capital on these work attitudes. Future research and practical implications conclude the article

Toward a kinship perspective on entrepreneurship

This paper develops a theoretical framework for analyzing the role of kinship in entrepreneurship. Kinship, we argue, is a key-ingredient of the social and cultural environment of entrepreneurs, and therefore essential in understanding how and why entrepreneurship happens. Building on qualitative research conducted among Cambodian Chinese entrepreneurs in Phnom Penh, we define kinship as interpersonal ties grounded in relatedness. We distinguish different categories of kinship ties that involve different levels of relatedness and are used for different aspects of entrepreneurship, and we identify different types of reciprocity and trust as the sociocultural dynamics that buttress kinship involvement in entrepreneurship

Layoff agency: A theoretical framework

The current downsizing literature has neglected the cognitions and behaviors of layoff agents. In this article, layoff agents are defined as employees who assist in the implementation of layoffs in their employing organizations. The article develops a theoretical framework that focuses on the cognitions and perceptions of those individuals. This framework suggests that layoff agents have the potential to experience cognitive dissonance as a result of their layoff agency activities, and under some conditions they will seek to reduce that dissonance by altering their perceptions of organizational downsizing. The framework specifies variables that moderate the relationship between layoff agency and cognitive dissonance and also variables that moderate the relationship between layoff agency—induced cognitive dissonance and agent perceptions of organizational downsizing. The moderating effects of these variables are captured in a set of propositions suitable for testing in future empirical research on the psychology of layoff agents

Perceived breach of contract for one's own layoff vs. someone else's layoff: Personal pink slips hurt more

In this study we examine how the perception of layoff as a violation of a psychological contract can vary depending upon one's perception of employer contractual obligation. We also investigate how perceptions of layoffs vary depending on whether one is focusing on his/her own layoff or the layoff of someone else. Survey results from 81 layoff victims reveal that respondents perceive their own layoff as a breach of contract more than they do the layoff of someone else. In addition, respondents who believe strongly in employee self reliance perceive their own layoff as less of a contract breach. Ideas for future research and implications for managers are discussed in our conclusions