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Please use this identifier to cite or link to this item: http://dspace.bu.ac.th/jspui/handle/123456789/689

Title: A positive organizational behavior approach to work motivation : testing the core confidence model in China
Authors: Li, Weixing
Keywords: Organization behavior
Work motivation
Core confidence
Confidence model
Issue Date: 2002
Publisher: Bangkok University
Abstract: Positive organizational behavior (POB) provides a new, positive approach to work motivation by developing and managing people’s strengths and psychological capacities. Based upon the POB construct, Stajkovic and Luthans have developed a Core Confidence Model that integrates the four widely recognized human strengths of self-efficacy, hope, optimism, and resiliency into one latent factor. This integrated factor is proposed as key in understanding motivation in the workplace. Because all four individual indicators meet the unique POB criteria of being measurable, open-to-development, and manageable for performance and leadership improvement, the Core Confidence Model seems to be exceptionally well suited for today’s rapidly changing political, cultural, and economic environment. The purpose of this study is to test this Core Confidence Model in the State Owned Enterprises (SOEs) of the transitional country of the People’s Republic of China. For this study, the sample consisted of the production workers in a Chinese SOE. Two hundred thirty nine workers from Luoyong Copper Working Group, a typical Chinese SOE with approximately 10,000 employees, participated in this study. Multiple regression analysis was used to analyze the questionnaire survey data. Factor analysis was also used to suggest the optimal outcome of the latent variable, the core confidence factor, proposed in the model. Statistical analysis provided the correlations and their significance levels among the individual observed variables and that between the latent core confidence factor and predicted performance. The results of the analysis indicate the latent core confidence factor (derived from the four components of self-efficacy, hope, optimism, and resiliency) provided a significant positive impact on performance. The impact of the integrated latent core confidence factor was, in fact, more effective than derived from any one individual component, as well as any core trait-like self-evaluations such as self-esteem, general efficacy, internal locus of control, and emotional stability. The results also revealed that resiliency has a significantly positive relationship with performance. This study provides initial empirical support for the core confidence model as a positive approach to work motivation in a Chinese SOE. The analysis indicated the latent core confidence factor, consisting of state-like positive psychological capacities, to be significantly related to employee performance. In particular, the important role that psychological strengths may play in motivating employees in the relatively difficult context of Chinese SOEs was demonstrated. Implications for future research and practice are discussed.
Description: Thesis (Ph.D.)--Bangkok University, 2002
Subjects: Employee motivation--China
Organizational behavior--China
Advisor(s): Luthans, Fred
URI: http://dspace2.bu.ac.th/jspui/handle/123456789/689
Appears in Collections:Dissertation

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