Role of Self-efficacy, Optimism and Job Engagement in Positive Change

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Chhajer, Raina
dc.contributor.author Rose, Elizabeth L.
dc.contributor.author Joseph, Thomas
dc.date.accessioned 2019-02-25T08:43:00Z
dc.date.available 2019-02-25T08:43:00Z
dc.date.issued 2018-12-01
dc.identifier.citation Chhajer , R , Rose , E L & Joseph , T 2018 , ' Role of Self-efficacy, Optimism and Job Engagement in Positive Change : Evidence from the Middle East ' Vikalpa , vol. 43 , no. 4 , pp. 222-235 . https://doi.org/10.1177/0256090918819396 en
dc.identifier.issn 0256-0909
dc.identifier.issn 2395-3799
dc.identifier.other PURE UUID: 2a2ae981-5bb3-4007-9b6c-648b8b19b738
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/role-of-selfefficacy-optimism-and-job-engagement-in-positive-change(2a2ae981-5bb3-4007-9b6c-648b8b19b738).html
dc.identifier.other PURE LINK: http://www.scopus.com/inward/record.url?scp=85059447230&partnerID=8YFLogxK
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/31794313/0256090918819396.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/36687
dc.description.abstract Positive change comprises an examination of the factors that influence the adaptation of a positive lens, positively deviant performance, the effects of an affirmative bias, and the impact of pursuing the best of human conditions in an organization. To generate positive change, a Middle Eastern financial services firm designed and implemented a positive business initiative ‘RACE’, which involved various sports, arts, cultural, and everyday business activities, intended to engage employees and build their psychological strengths. In the context of RACE initiative, this study examines the role of self-efficacy, optimism, and job engagement in positive change. Self-efficacy is a specific, positive expectation of success based on belief in one’s individual abilities. Employees’ with higher levels of optimism tend to maintain positive expectation about what will happen to them in the process of change. Employees who are engaged in the jobs bring in their complete selves by investing physical, emotional, and cognitive energies. This study explores the relationship of self-efficacy and optimism with performance outcome. It further provides an explanation of this relationship through the mediating role of three dimensions of job engagement, that is, cognitive, emotional, and physical. Responses were collected from 406 employees who participated in the RACE initiative. While all of the respondents are based in the UAE, the sample is international in nature, encompassing 15 countries. These respondents were asked to assess their own self-efficacy, optimism, and job engagement, along with their perception of the team-level performance of the branch office in which they work. The hypothesized relationships were tested in AMOS 20 using structural equation modeling. The results indicate that higher levels of self-efficacy and optimism significantly predict higher levels of cognitive, emotional, and physical engagement. Also, the higher levels of cognitive, emotional, and physical engagement significantly predict performance. Further, significant indirect effects support the mediating role of job engagement in relationship between these psychological strengths and performance outcome. Thus, employees’ level of self-efficacy, optimism, and job engagement can be enhanced by designing and implementing business initiatives that are relevant to positive change. en
dc.format.extent 14
dc.format.extent 222-235
dc.format.mimetype application/pdf
dc.language.iso en en
dc.publisher Sage Publications India Pvt. Ltd
dc.relation.ispartofseries Vikalpa en
dc.relation.ispartofseries Volume 43, issue 4 en
dc.rights openAccess en
dc.subject.other Business, Management and Accounting(all) en
dc.subject.other Decision Sciences(all) en
dc.subject.other 512 Business and management en
dc.title Role of Self-efficacy, Optimism and Job Engagement in Positive Change en
dc.type A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.contributor.department Indian Institute of Management Indore
dc.contributor.department Department of Management Studies
dc.contributor.department Indian Institute of Management
dc.contributor.department Department of Management Studies en
dc.subject.keyword Job Engagement
dc.subject.keyword Middle East
dc.subject.keyword Optimism
dc.subject.keyword Positive Change
dc.subject.keyword Positive Organizational Scholarship
dc.subject.keyword Self-efficacy
dc.subject.keyword Business, Management and Accounting(all)
dc.subject.keyword Decision Sciences(all)
dc.subject.keyword 512 Business and management
dc.identifier.urn URN:NBN:fi:aalto-201902251844
dc.identifier.doi 10.1177/0256090918819396
dc.type.version publishedVersion


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