The most recent developments in the ﬁeld of sustainability science and the emergence of a psychologyofsustainabilityandsustainabledevelopmenthavecontributedtocollectevidencesabout the fact that modern organizations need healthy and motivated employees to survive and to prosper within this fast-moving scenario. In this vein, a conﬁrmation to these evidences came from the abundant research on HEalthy and Resilient Organizations (HERO), showing that when organizations make systematic, planned, and proactive efforts to improve employees’ subjective resources then organizational processes and outcomes beneﬁt in turn. Moving forward from these premises, the presentstudyaimedtoexploretheseassumptionswithinthecontextofsmallandmediumenterprises (SMEs), investigating the relationships among the organizational practices, employees’ subjective resources, and organizational behaviors. Two hundred and thirty-six participants working in SMEs located in the south of Italy took part. They were invited to ﬁll in a questionnaire investigating their perception of organizational resources and practices (autonomy, leadership, communication, organizational mindfulness, and commitment to resilience), of their individual resources (work engagement and psychological capital), and ﬁnally, of some organizational outcomes (extra-role behavior). Results showed that psychological capital was a signiﬁcant mediator of the relationship betweenemployees’perceptionoftheorganizationalresourcesandpracticesandextra-rolebehaviors. Concrete implications of these conclusions in terms of human resource management (HRM) are discussed together with limitations of the study and future developments.
|Titolo:||People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employees’ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and Sustainable Development|
|Data di pubblicazione:||2019|
|Appare nelle tipologie:||1.1 Articolo in rivista|