Workplace democracy and psychological capital: a paradigm shift in workplace

Purpose This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs. Design/methodology/approach...

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Vydáno v:Management research news Ročník 41; číslo 9; s. 1088 - 1116
Hlavní autoři: Han, Ki-Soon, Garg, Pooja
Médium: Journal Article
Jazyk:angličtina
Vydáno: Patrington Emerald Publishing Limited 05.09.2018
Emerald Group Publishing Limited
Témata:
Accountability
Content analysis
Decision making
Employee behavior
Employee empowerment
Employee involvement
Employee stock ownership plans
Empowerment
ESOP
Globalization
Human capital
Incentive plans
Industrial democracy
Innovations
Participation
Productivity
Social capital
Studies
Transparency
Workers
KALPHA
Workplace democracy
Positive psychology
Human resource management
Psychological Capital
Inter-coder reliability
ISSN:2040-8269, 2040-8277
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Abstract Purpose This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs. Design/methodology/approach The study is qualitative in nature and uses content analysis to identify the determinants of workplace democracy and psychological capital. Furthermore, the study used SPSS macro, i.e. PROCESS, a computational tool for calculating inter-coder reliability by using KALPHA, i.e. Krippendorff’s alpha reliability estimate (Hayes, 2013; Krippendorff, 2011). Findings The present study adds to the literature by signaling the dire need for building democratic workplaces and offers significant insights for the management and human resource practitioners to cultivate workplace democracy to build their employees’ psychological strengths, which in turn will result in enhanced organizational outcomes. Originality/value The present study brings attention toward the necessity for a shift in the generic organizational strategies and instigate organizations to nurture a democratic setup for developing employees’ psychological capital.
AbstractList Purpose This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs. Design/methodology/approach The study is qualitative in nature and uses content analysis to identify the determinants of workplace democracy and psychological capital. Furthermore, the study used SPSS macro, i.e. PROCESS, a computational tool for calculating inter-coder reliability by using KALPHA, i.e. Krippendorff’s alpha reliability estimate (Hayes, 2013; Krippendorff, 2011). Findings The present study adds to the literature by signaling the dire need for building democratic workplaces and offers significant insights for the management and human resource practitioners to cultivate workplace democracy to build their employees’ psychological strengths, which in turn will result in enhanced organizational outcomes. Originality/value The present study brings attention toward the necessity for a shift in the generic organizational strategies and instigate organizations to nurture a democratic setup for developing employees’ psychological capital.
PurposeThis paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs.Design/methodology/approachThe study is qualitative in nature and uses content analysis to identify the determinants of workplace democracy and psychological capital. Furthermore, the study used SPSS macro, i.e. PROCESS, a computational tool for calculating inter-coder reliability by using KALPHA, i.e. Krippendorff’s alpha reliability estimate (Hayes, 2013; Krippendorff, 2011).FindingsThe present study adds to the literature by signaling the dire need for building democratic workplaces and offers significant insights for the management and human resource practitioners to cultivate workplace democracy to build their employees’ psychological strengths, which in turn will result in enhanced organizational outcomes.Originality/valueThe present study brings attention toward the necessity for a shift in the generic organizational strategies and instigate organizations to nurture a democratic setup for developing employees’ psychological capital.
Author Garg, Pooja
Han, Ki-Soon
Author_xml – sequence: 1
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  surname: Garg
  fullname: Garg, Pooja
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Workplace democracy
Positive psychology
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Psychological Capital
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Snippet Purpose This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary...
PurposeThis paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary...
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SubjectTerms Accountability
Content analysis
Decision making
Employee behavior
Employee empowerment
Employee involvement
Employee stock ownership plans
Empowerment
ESOP
Globalization
Human capital
Incentive plans
Industrial democracy
Innovations
Participation
Productivity
Social capital
Studies
Transparency
Workers
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Title Workplace democracy and psychological capital: a paradigm shift in workplace
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