Workplace democracy and psychological capital: a paradigm shift in workplace

Ki-Soon Han and Pooja Garg

Management Research Review, 2018, vol. 41, issue 9, 1088-1116

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.

Keywords: Human resource management; Psychological Capital; Positive psychology; Inter-coder reliability; KALPHA; Workplace democracy (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-11-2016-0267

DOI: 10.1108/MRR-11-2016-0267

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