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Introduction
Positive organizational behavior (POB) is the
study and application of positive oriented human
resource strengths and psychological capacities
that can be measured, developed, and effectively
managed for performance improvement in
todays workplace.
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Introduction (continued)
POB operational criteria:
Based on theory and research
Valid measures
Open to development
Managed for performance improvement
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Positive Psychology
Is concerned with optimal human functioning.
The three levels of positive psychology are:
Valued subjective experiences
Positive individual traits
Civic virtues and the institutions that move
individuals toward better citizenship
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Self-Efficacy/Confidence
The formal definition of self-efficacy that is
usually used is how well one can execute courses
of action required to deal with prospective
situations.
Self-efficacy differs from the established
organizational behavior concepts of:
Self-esteem; Expectancy concepts; Attribution/locus
of control
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Self-Efficacy/Confidence (continued)
Specific self-efficacy
Is highly variable
depending on the
specific task and is
cognitively processed
by the individual
before any effort is
expended.
General self-efficacy
Reflects peoples
belief in successfully
accomplishing tasks
across a wide variety
of achievement
situations.
Is relatively stable
over time and across
situations.
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Source: Adapted from Robert F. Mager, No Self-Efficacy, No Performance, Training, April 1992, pp. 3436.
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Source: Adapted from Robert F. Mager, No Self-Efficacy, No Performance, Training, April 1992, pp. 3436.
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Optimism
Dimensions of optimism
Optimism as human nature
Optimism as an individual difference
Explanatory style
Learned helplessness
Pessimists and optimists
Optimism (continued)
Examples of positive force in the workplace
include:
Hope
A positive motivational state based on an
interactively derived sense of successful goaldirected energy and pathways.
Consists of both the willpower (agency) and
waypower (pathways).
Has a positive impact on academic achievement,
athletic accomplishment, emotional health, and
the ability to cope with illness and other
hardships.
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Resiliency
A class of phenomena characterized by patterns
of positive adaptation in the context of significant
adversity or risk.
Is reactive in nature.
Is viewed as the capacity to rebound or bounce
back from adversity, conflict, failure or even
positive events, progress and increased
responsibility.
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Resiliency (continued)
Is an elaborate process in which competence is
developed over time as people interact with their
environment most often characterized by
continuous change and uncertainty.
According to research, resiliency has been found
to be influenced and developed by three types of
factors: assets, risks, and adaptational processes.
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Resiliency (continued)
Can be developed through:
Enhancing the assets that a person possesses
Education, training, and nurturing social relationships
Improving the quality of resources available for the
person to draw upon.
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Source:Adapted from
F. Luthans, J. B. Avey, B. V.
Avolio, S. M. Norman, and
G. N. Combs, Psychological
Capital Development: Toward a
Micro-Intervention, Journal of
Organizational Behavior, Vol.
27, 2006, pp. 387393.
Note: The PCI is intended to affect
each state as well as the overall
level of PsyCap for performance
impact.
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Source: Adapted from H. M. Weiss and R. Cropanzano, Affective Events Theory, in B. M. Staw and L. L. Cummings (Eds.), Research in Organizational
Behavior, Vol. 18, JAI Press, Greenwich, Conn., 1996, pp. 2022 and Daniel Goleman, Emotional Intelligence, Bantam Books, New York, 1995, pp. 289290.
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Source: Adapted from Daniel Goleman, Emotional Intelligence, Bantam Books, New York, 1995, pp. 4344, and Daniel Goleman, Working with Emotional
Intelligence, Bantam Books, New York, 1998, p. 318.
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Source: Adapted from Lou Russell, The Accelerated Learning Fieldbook, Jossey-Bass/Pfeiffer, San Francisco, 1999, pp. 6070. For the original work see: Howard
Gardner, Frames of Mind: The Theory of Multiple Intelligences, Basic Books, New York, 1983 and Howard Gardner, Are There Additional Intelligences? The Case for
Naturalist, Spiritual and Existential Intelligences, Unpublished White Paper, 1996. It should be noted that emotional intelligence is not necessarily recognized as an MI
by Gardner.
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Source: Adapted from M. D. Dunnette, Aptitudes, Abilities, and Skills, in M. D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology, Rand McNally,
Skokie Ill., 1976, pp. 478483.
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Questions
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