The impact of employees’ positive psychological capital on job satisfaction and organizational citizenship behaviors in the hotel

By Hyo Sun Jung, Hye Hyun Yoon. 2015

250 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6933266ccff41012729113709e128b3e70e86cb4

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, result): “Although our findings regarding the effect of PsyCap are similar to the results of some past literature (e.g., Bouzari and Karatepe, 2017; Jung and Yoon, 2015; Kim et al., 2017a, b; Peak et al., 2015), in this study, we provide a new insight that explores PsyCap at a collective level.”
Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover: A multilevel study in Portuguese hotels (2017, background): “Additionally, in line with recent studies (e.g., Jung and Yoon, 2015; Karatepe and Karadas, 2015), managers should hire and train employees by considering their capabilities in terms of positive psychological capital (essentially, high levels of hope and optimism).”
The structural relationship between TQM, employee satisfaction and hotel performance (2017, background): “Other scholars define employee satisfaction as a person’s assessment of the overall quality of his or her current job assignment (Hsu and Wang, 2008; Prajogo and Cooper, 2010; Jung and Yoon, 2015).”
Test of a mediation model of psychological capital among hotel salespeople (2017, background): “The findings of another study demonstrated that job satisfaction partially mediated the effects of the components of PsyCap on OCBs among hotel employees (Jung and Yoon, 2015).”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “Individual resilience is important because it is related to job performance (Luthans et al., 2005, 2007), organizational citizenship behavior (Jung and Yoon, 2015), organizational commitment (Larson and Luthans, 2006; Youssef and Luthans, 2007), work engagement (Mache et al., 2014) and openness and…”