high talent employees, hope and job satisfaction

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High Talent Employees, Hope and Job Satisfaction

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Page 1: High talent employees, hope and job satisfaction

High Talent Employees, Hope and Job Satisfaction

Gavin SussInnovation Center

Keter Group

Page 2: High talent employees, hope and job satisfaction
Page 3: High talent employees, hope and job satisfaction
Page 4: High talent employees, hope and job satisfaction

Literature

Page 5: High talent employees, hope and job satisfaction

Hope, Optimism, Positive Psychology, Meaning,

Positive Organizational Behavior (POB), Job

Satisfaction

Page 6: High talent employees, hope and job satisfaction

Restoration of hope and meaning is important

for both people and organizations, with the

latter benefiting from employees with a sense

of high hope. Positive psychology is an excellent

tool to achieve that goal, as it can help foster

optimism, hope and meaning.

Page 7: High talent employees, hope and job satisfaction

Hope and optimism are

both predictive of physical

and mental health,

with high hope people

healthier, happier and

better able to cope with

stress and problem

solving.

Page 8: High talent employees, hope and job satisfaction

Both hope and optimism are correlated with

learning, achievement, positive relationships,

health, satisfaction with life and wellbeing

Page 9: High talent employees, hope and job satisfaction

MethodMeasures

Demographics - Gender, age and seniority at the company.

The Adult Hope Scale (AHS) - The adult hope scale (AHS) measures Snyder's cognitive model of hope (Snyder et al., 1991) and contains 12 items with participants responding to each item using a 8-point scale ranging from 1 (definitely false) to 8 (definitely true). Four items measure pathways thinking (e.g., "There are lots of ways around any problem") and four measures agency thinking (e.g., "I energetically pursue my goals"), with the remaining four of the items acting as fillers.

Page 10: High talent employees, hope and job satisfaction
Page 11: High talent employees, hope and job satisfaction

3. Job Satisfaction – Job satisfaction was

measured using the following statements: (1) “I

am pleased with my career”, (2) “I am

performing the best I can in my job” and (3) “My

work adds value to the company

Page 12: High talent employees, hope and job satisfaction
Page 13: High talent employees, hope and job satisfaction

H1: High talent employees express high views of

hope

Average hope scores were higher for high talent

employees, in compare to the entire data set,

with scores of 25.89, 25.09 and 50.98 for

pathways thinking, agency thinking and overall

scores respectively, all close to the high end of their

scales scale scored.

Page 14: High talent employees, hope and job satisfaction

Table 1. Ranges, means and standard deviations of main

variables.

Satisfaction domain Range Mean Standard Deviation

Pathways thinking 13.00-31.00 25.89 3.71

Agency thinking 12.00-31.00 25.09 3.91

General hope scale 29.00-60.00 50.98 7.10

Job satisfaction 2.00-8.00 6.26 1.24

Page 15: High talent employees, hope and job satisfaction

H2: Employees with high hope believe they are

more successful in their job and add value to

the organization were they work.

Page 16: High talent employees, hope and job satisfaction

Table 2. Correlations between Job Satisfaction items and Hope.

Statement Pathways Thinking Agency Thinking General Hope scale

Job Satisfaction 0.777** 0.773** 0.832**

I am pleased with my career 0.596** 0.609** 0.647**

I am performing the best I can in my job 0.712** 0.722** 0.771**

My work adds value to the company 0.700** 0.667** 0.734**

**p<0.01

Page 17: High talent employees, hope and job satisfaction

Strong and positive correlations were found

between hope and job satisfaction. Specifically,

job satisfaction was found to correlate with

pathways thinking (r=0.78, p<0.01), agency

thinking (r=0.77, p<0.01) and general hope scale

(r=0.83, p<0.01).

Page 18: High talent employees, hope and job satisfaction

Gender and associations between hope and

Job satisfaction

To examine gender differences in the

associations between hope and job satisfaction,

sex specific Pearson correlations were

conducted as presented in table 3:

Page 19: High talent employees, hope and job satisfaction

Table 3. Correlations between Job Satisfaction items

and Hope for men (upper) and women (lower)

Statement Pathways Thinking Agency Thinking General Hope scale

Job Satisfaction

0.774**

0.656**

0.773**

0.684**

0.802**

0.798**

I am pleased with my career

0.571**

0.455**

0.500**

0.714**

0.553**

0.699**

I am performing the best I can in my job

0.727**

0.480**

0.813**

0.455**

0.802**

0.557**

My work adds value to the company

0.659**

0.712**

0.664**

0.519**

0.686**

0.731**

).

Page 20: High talent employees, hope and job satisfaction

Positive and strong correlations were found

between job satisfaction items and hope factors

for both men and women

Page 21: High talent employees, hope and job satisfaction

Age and associations between hope and job

satisfaction

To examine differences between age ranges in

the associations between hope and job satisfaction,

Pearson correlations were conducted separately for

each age group.

Page 22: High talent employees, hope and job satisfaction

Table 4. Correlations between Job Satisfaction items and Hope

for employees till 30 (N=17; upper), 30-35 (N=25; middle) and

35-50 (N=12; lower).

Pathways Thinking Agency Thinking General Hope scale

Job Satisfaction

0.787**

0.627**

0.701**

0.872**

0.691**

0.425

0.905**

0.705**

0.585*

I am pleased with my career

0.677**

0.358

0.795**

0.838**

0.396

0.551

0.832**

0.403*

0.704*

I am performing the best I can in my job

0.746**

0.490*

0.599*

0.772**

0.604**

0.575

0.825**

0.587**

0.623*

My work adds value to the company

0.767**

0.631**

0.134

0.835**

0.642**

-0.173

0.873**

0.680**

-0.036

**p<0.01

Page 23: High talent employees, hope and job satisfaction

Among the age groups, employees younger than 30

years-old showed the strongest positive

correlations between job satisfaction items and

hope factors (Table 4). This was most prominent for

the statement “I am pleased with my career” for

which employees at 30 or younger showed high and

strong correlations with hope factors, employees of

30-35 showed no correlations with pathways

thinking or agency thinking and only relatively

moderate correlation with general hope scale.

Page 24: High talent employees, hope and job satisfaction

To further examine age and gender differences

in the correlation of hope factors and job

satisfaction two separate MANOVA analyses

were computed.

No differences were found

Page 25: High talent employees, hope and job satisfaction

A high sense of hope was found to correspond

with high job satisfaction, as well as strong sense of

performance and contributing to the company. In

addition, for both men and women, positive and

strong correlations were found between job

satisfaction items and hope factors. Employees

aged 30 or below showed the strongest positive

correlations between job satisfaction items and

hope factors.

Page 26: High talent employees, hope and job satisfaction
Page 27: High talent employees, hope and job satisfaction

“One of the catalysis for the concentrated

effort and vigorous activity that is needed to

fulfill an organization’s purpose is the

phenomenon of hope”(Helland & Winston, 2005 p. 43).

Page 28: High talent employees, hope and job satisfaction

This view is supported by the results presented

here, which show that high talent employees have a

high sense of hope and that this corresponds with

high job satisfaction, a strong sense of performance

and contributing to the company, all of which is

important for success of the organization.

Page 29: High talent employees, hope and job satisfaction

Positive psychology and its application in the workplace as

POB attempts to give a renewed emphasis (not a

revolution or paradigm shift) to the importance of a

positive approach to make the most of talent in

organizations.

Page 30: High talent employees, hope and job satisfaction

Last slide

Organizations should seek to employee high

Talent employees as this study confirms that

High talent employees have a high sense of

Hope that is translated into job satisfaction and

a sense of contribution to the company, which is

presumable beneficial for the host organization.

Page 31: High talent employees, hope and job satisfaction

Gavin Suss

Innovation Center

Keter Group

Israel

[email protected]