EFECTO DEL NIVEL DE CAPITAL PSICOLOGICO DE LOS EMPLEADOS SOBRE EL ESTRES LABORAL Y SU INTENCION DE ROTACION.
| Autor | Celik, Mazlum |
| Cargo | Gestion Humana |
The Effect of psychological Capital Level of Employees on Workplace stress and Employee Turnover Intention
O EFEITO DO NIVEL DE CAPITAL PSICOLOGICO DOS EMPREGADOS SOBRE O SEU ESTRESSE LABORAL E A SUA INTENCAO DE MUDANCA DE EMPREGO
L'EFFET DU NIVEAU DE CAPITAL PSYCHOLOGIQUE DES EMPLOYES SUR LE STRESS AU TRAVAIL ET LEUR INTENTION DE FAIRE UN CHANGEMENT
Introduction
Gaining and retaining qualified personnel is very important for businesses. it is possible to create value in order to overtop business rivals only with the help of qualified personnel. As long as employees feel secure and satisfied with their company they choose to stay. Otherwise, they would quit their job and search for different employment opportunities.
One of the most important factors in any sector which disturbs workers is job stress; this can be caused by internal and external variables. It is known that high levels of workplace stress cause employees to have physical and psychological problems (Goetzel et al., 1998). There are two ways known to be effective on employee turnover intention: decreasing the causes of stress in the workplace and increasing the stamina of employees against stress. It is believed that psychological capital--made up of four dimensions: optimism, hope, self-efficacy and resilience (Luthans, Youssef & Avolio, 2007) affects employees' attitudes toward their job and increases employees' stamina (Avey, Luthans & Jensen, 2009). In addition, research findings that assert each dimension of psychological capital can be developed with training have made psychological capital an important variable (Luthans, 2002a).
This research is significant since the topic under observation has been understudied. Existing research on the questions of this essay has generally been conducted within the framework of the American culture, as exemplified in the work of Avey et al. (2009). In this work I develop arguments within the Turkish cultural framework. According to research results by Hofstede (1980), Turkish culture is different from others in terms of being collectivist and feminine, presenting a high rate of avoidance on ambiguity and power distance. Centralized decision-making, powerful leadership and limited delegation are other salient cultural characteristics of Turkish culture (Ronen, 1986). Therefore, testing the emic results of Avey et al. (2009) on a different culture to the western, both in norms and values, would contribute significantly to the existing literature on the topic.
Furthermore, the sector examined in this research, that is, the tourism sector, is characterized for having employees under high levels of interaction with customers which is often seen as a cause of high stress. Taking into consideration that tourism sector is intensely service-oriented and that its services are mostly produced within the same environment with the costumers, and that mistakes made by workers of the sector directly impact customers' satisfaction, the value of this research could better be understood. The findings of this research could help organizations to implement precautions and/or develop actions to reduce employees' stress levels at work, which in turn will contribute to a lower level of mistakes by workers and, therefore, to a high level of customer satisfaction. Moreover, the outcomes of this study could help to reduce employee turnover in the tourism sector, which appears to be a great problem for firms of this sector.
Literature Review
Psychological capital
Psychology science aims to help people reach psychological stamina against problems by providing them cures or preventing problems before they occur. However, experts of this domain have mostly focused on people's weaknesses and problems. In the 1990's, a group directed by seligman, the chairman of the American Psychological Association, took steps towards emphasizing the importance of optimism by focusing on its strengths and ignoring its weaknesses. With this point of view a new initiative had been brought to psychology. Understanding and developing the positive emotions and personality traits of people instead of trying to solve their problems has become the new goal (Linley, Joseph, Harrington & Wood, 2006). Studies by seligman and his friends have turned the reactive point of view of psychology into a proactive one (Luthans, 2002a).
Such change in psychology has also caused a transformation in organizational behavior Erkus & Findikli, 2013), and the positive organizational behavior approach has been put forward by Luthans et al. (seligman & Csikszentmihalyi, 2000; snyder & Lopez, 2007). Positive organizational behavior is defined as "the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace" (Luthans, 2002b, p. 58). This approach aims to measure, develop and manage the positive psychological capital of employees in order to effectively turn it into an organizational outcome.
Human capital, conceptualized by Fitz-Enz (2009), is made of four types of capitals: intellectual, emotional, psychological and social. Out of these, psychological capital is seen as a sub-dimension that handles human affairs in an organization (shahnawaz & Jafri, 2009). Psychological capital, which was developed by Luthans et al. based on positive psychology and positive organizational behavior, differs from economic, human and social capitals (Avey, Luthans & Jensen, 2009).
Psychological capital, consisting of four independent dimensions, that is, self-efficacy, optimism, hope and resilience, was defined by Luthans, Youssef and Avolio (2007) in 4 dimensions, where each item describes a dimension of the psychological capital:
1) Having self-confidence in order to overcome challenges (efficacy).
2) Having positive attitudes and expectations in order to be successful at the present or in the future (optimism).
3) Having perseverance towards success and reconsidering options (hope).
4) To be able to deal with problems and keep moving forward (resilience).
According to Luthans et al. (2007), psychological capital means more as a core structure than just the sum of the effect of these dimensions.
In addition, psychological capital was also defined as "personal skills including carrying economic, human and social capital into the organization to attain efficiency" (Envick, 2005, p. 41). Since the effect of psychological capital on the efficiency of employees and competitiveness of the companies has been revealed, the number of studies regarding psychological capital has increased as well. The fact that psychological capital and its dimensions are personal skills that can be improved has also raised the importance of this study.
Hypothesis
The Relationship between Psychological Capital and Workplace Stress
The World Health Organization (who) considers workplace stress as a disease that causes serious health problems and negative business manners. Stress, first used by Selye (1976) and defined as "the non-specific response of the body to any demand for change" (Aydin, 2004, p. 49), was also defined by Davis (1982) as "a state of tension caused by a threat to one's coping potential in his/her emotions, thought processes or physical conditions" (p. 441).
Although the...
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