The Relationship between psychological capital and organizational silence Case Study: Tax Office in Hamedan city

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1 Jurnal UMP Social Sciences and Technology Management Vol. 3, Issue. 2,2015 The Relationship between psychological capital and organizational Case Study: Tax Office in Hamedan city Hamid Reza Hoveyda, Master of Business Management student at the University of Isfahan Seyed Mostafa Seyedpoor PhD student of Management at the University of Isfahan Abstract When tongues are not moved, Knowledge is not production for the organization. Speaking is human interaction mechanism within organizations. When fills organization then recession sediment in the organization And organizational competitive advantage is meaningless. This study investigates the relationship between psychological capital and organizational. Target population is Hamadan tax office employees that According to Morgan table samples extracted are 160 people. To test the hypothesis we use psychological capital questionnaire of Luthanz et al (2007) and a questionnaire based on the framework of Morrison et al use for organizational. The results showed that there is a significant relationship between capital psychological and organizational and between components of psychological capital, optimism the strongest relationships with organizational. Keywords: Self-efficacy, hope, optimism, resiliency, psychological capital, organizational Introduction In Globalization and technology advances, Human capital is the most important capital of the company. This valuable resource change Business Priorities, Strategic Perspectives. The concept of psychological capital is one of the factors that lead to wide variations in performance of human capital. Today, many organizations want their employees more creative, comment on organization and accept more responsibility. despite the fact this purpose requires empowerment and open channels of communication, Many staff believe that organizations do not support open channels of communication and sharing of information and knowledge. One of the main barriers to organizational change programs is Lack of information, Lack of trust and organizational. Many organizations have found that most staff know the facts in relation to organizational problems, but do not have the courage to say the truth to their leaders. Numerous factors involved in creating and shaping the organizational.studies have also been done in this area, But relationship between organizational and psychological capital have been neglected. For this reason, This study examined the and identify the relationship between psychological capital and organizational. In fact purpose of this study is to answer this fundamental question: How much psychological capital have been relationship with organizational. Psychological capital Psychological capital is a form of positive Organizational behavior which represents the emergence of new trends in the field of human resources management and a positive work environment (Luthanz et al, 2007). Positive organizational behavior defined as the study and application of positive orientation of human resources And strengths in the field of organizational behavior and psychological capital which it have Measurement capability, development and effective management to improve its performance (Luthanz, 2002).Previously, on the field of organization have been familiar with the physical capital, money, labor, machinery, etc. After physical capital, Human capital consists of knowledge, skills and experience of staff and finally, social capital introduced as a network of relationships with other people. A new concept that

2 The relationship between psychological capital and recently entered into the field of organizational behavior is Psychological capital. Psychological capital has roots in Positive oriented psychology movement. At the beginning of 21 century, A team of psychologists led by Martin Slygman, Decided to examine the results of their research on the past five decades which that called disease oriented Psychology School. They found significant achievements in finding effective treatments for mental and inefficient behaviors illnesses, but they have little attention to the growth, development and self-actualization of healthy people. As a result, Slygman and colleagues tried on redirection of psychological research set two new missions: Help healthy personality people, for enjoy the happiness and productivity in life Assist to developing human capabilities. Thus school of positive oriented psychology was created. (Luthans, Avolio, Youssef, 2007). Psychology which at the beginning examines the mental illness Instead of studying mental health, for a long time ignored the human potential to grow and perfection. But in recent years, A growing number of psychologists believe The capability of perfection and transformation of human characters. Positive oriented psychologists image shown human nature to be optimistic and promising, Because they have believe that capability of develop, grow, prosperity and perfection of man and become what kind of person can.( sholts,2000).csikszentmihalyi and Slygman Indicated which Positive oriented psychology is mental positive marketing, positive individual traits, and positive organizations oriented.luthanz, Positive oriented organizational behavior leader, saw Applications of Positivism in the workplace in respect and strengthen the ability to manage staff not in the weakness.( Nelson &Cooper,2007).Positive Oriented organizational behavior not saying like positive psychology oriented that a new approach is associated with positivism but deal with the need to more focus on theory, research and effective use of cases, positive attributes and behaviors of employees in the workplace (Bakker&Schaufeli, 2008). Research indicates Changing subject from organizational pure science to considering positive features could make effectiveness of management policies and procedures (Luthanz et al., 2009) and improve the physical and mental health staff(wright et al, 2009). with Avoiding from constant preoccupation to individual abuse performance and weaknesses by leaders and colleagues we Can pay attention to the strengths and desired qualities and increased Confidence, optimism, hope and confidence among staff.( Luthanz et al., 2004). Results of studies in field of Positive oriented organizational behavior suggest that psychological capacities such as hopefully, resiliency, optimism and self-efficacy, Next to each make the factor that called Psychological capital. In other words, some of the psychological variables, such as: Hopefully, resiliency, optimism and self-efficacy, make a new Latent factor that reflected from all of these variables. In fact, Luthanz and colleagues on the development of a positive oriented organizational behavior in organizations have proposed that Positive oriented psychology capital as a source of competitive advantage for organizations. They believe that psychological capital With emphasis on the positivism psychological variables such as Hope, optimism, resiliency etc. can promote the value of human capital (Knowledge and skills of people) And social capital (Network of relationships among them) in organization Therefore, psychological capital, made of the positivism psychological variables That can be measured to develop management practices on them. As previously mentioned, these variables are: Self-efficacy Hope Optimism Resiliency In following explain each of these items :( Donohue) Self-efficacy The origin of the emergence of self-efficacy is the Bandura Social Cognitive Theory (1997)( we can simply call it confidence). So that defined: Belief in one's abilities to achieve success in a given task By motivation themselves, Cognitive resource supply and taking the necessary actions. People with high self-efficacy have five following features: 1- Set high goals for themselves, and take difficult task to achieve their goals. 2- Accept challenges and trying to deal with difficult challenges. 3- They have high motive. 4. They do anything To achieve their goals.

3 Jurnal UMP Social Sciences and Technology Management Vol. 3, Issue. 2, In dealing with obstacles, are consistent. Five points to regarding self - efficacy are : 1- Self-efficiency in every field of activity is limited to the same realm, It cannot be extended to other areas of life. 2- Make self- efficiency in any activity based on training and learn mastery on that activity. 3- In any activity, although the person has self-efficiency, there is always the possibility of improving their self-efficiency. 4- Others believe affect the person self-efficiency. 5- Self-efficacy under the influence of factors such as: Knowledge and skills of the person, Physical and mental health, External conditions, including the person.( Luthans, Avolio, Youssef,2007). Resiliency Resiliency is defined as: A state can be obtained the person development which is able to deal with Failures, tragedies and conflicts of life and even positive events, developments and more responsibility continue to Greater efforts and achieve greater success. Research suggests that some Resiliency people after dealing with life difficult situations return to the usual level of performance again. However, the performance of some of these people, after dealing with failures, Tragedies and difficulties, promote. In general, Resiliency people have these features: 1) Readily accept the reality of life. 2) Believe that life is meaningful. 3) They have remarkable ability to adapt quickly to big changes.( Vogelgesang Lester,2006). To achieve resiliency, a number of skills and attitudes needed. They are said to be in terms of hardiness. Hardiness helps people to convert Challenges to lucrative opportunities in dealing with stressful changes. The attitudes of hardiness, including: Commitment, control and challenge-seeking. The commitment defined as Preferring to maintain its presence Instead of give up In dealing with difficult circumstances and help another on that situation. The Meaning of control is the person have believe to his ability to influence the outcome of events. Meaning of challenging, that the individual in dealing with challenges rather than incriminate fate seeks to create opportunities for Self and others. Also in the formation and Incidence hardiness behavior, Person should interact with others and use problem solving skills. (Maddi, Khoshaba,2005). In fact, the resiliency is the phenomenon that achieved from human natural adaptive response and In spite of facing the person with serious threat, He is capable of achieving success and overcoming threats. Compared to the other constituent variables of psychological capital, In the literature, Little research has been done in terms of resiliency in the workplace(danahyo, 2004) Optimism Seligman (1986), the father of positive oriented psychology, Believes that the Optimistic people In dealing with failures and achievements and have these features 1- Rely on General attributions 2- Their attributions is stable 3- They Attribute Their success to their innate abilities 4- In dealing with failures, they attribute their failure to external especially factors and unsustainable. Another explanation for optimism proposed by Carver, Scheier (2003) that Optimistic people always expect a pleasant happenings occurring in their lives. It is important that Psychological capital is realistic Optimism, Because unrealistic Optimism lead to the negative consequences.( Luthanz 2006,). In fact, in realistic Optimism, Individual assessment of what can be achieved in the face of what they could not Make deals. Therefore, realistic Optimism has important role in promotion individual Self efficacy.( Luthanz 2007). Hope Snyder (1991) defined hope as: Positive motivational state of feeling successful in 1-agency (energy towards the target) 2- planning to achieve the purpose. So, hope composed of two components: agency and plans for achieving the goal. The purpose of agency is achieve the desired result. Thus, the hopes, needs an agency or energy to pursue goals. In addition, other elements of hope is the planning to achieve the goal which not only involves identifying

4 The relationship between psychological capital and the goals, It also covers different ways to achieve goals. In other words, hope requires a willingness to succeed and Identify, clarify and pursue ways to achieve success. According to the results of research conducted by Adams (2002), among the organizations participating in his study those who had higher levels of optimism in employees more successful than other organizations in organizational performance. Whole psychological capital is greater than the sum of its items. (Luthanz et al., 2007). Walsh and colleagues have shown in the past few decades in organizational newsletters Words with a negative approach such as Winning or losing, job dissatisfaction, absenteeism and use more than positive word, such as Compassion, righteousness. (Baker and Shafly, 2008). So it is obvious that in organization and management area positive word have been neglected than negative. The application of positive oriented psychology in organization and management Led to create and develop two new approaches in this area: 1-Positive oriented organizational behavior. That most emphasizes on the micro aspects of organizational behavior and those positive cases of human personality that can develop and grow. 2- Positive organizational scholarship: That most emphasis on the macro aspects of organizational behavior. Positive Oriented organizational behavior defined as: The study and application of positive psychological capabilities And the strengths of human resources That can be developed and measured and Can manage them effectively to improve performance. It should be mentioned that any psychological variables cannot be considered in the field of Positive oriented Organizational Behavior In other words; by taking the following five criteria could define a variables in field of positive oriented organizational behavior. The variable that based on theory or research Might valid be measurable. Be unique in the field of organizational behavior. Possible to Educate develop and change. It has a positive impact on business performance and individual satisfaction. Organizational According to Morrison and Meliken Employees should decide between talk about ideas, beliefs, and opinions and express their concerns or be silent. In many cases, they choose, And thus they avoid to express valuable words or share ideas(morrison and Meliken, 2003). But in today's changeable world Organizations need employees who express their ideas and to break the culture of. Also, employees choose organizations that they can comment on them. In organizations without, employees and managers have high motivation and performance. (Lui et al, 2010). Silence Definitions 1- Silence is not only a statement of not saying but also it could mean not to write, absenteeism, not to hear and ignoring. Also Silence includes speaking or writing without validity and authenticity. In addition, it could be mentioned to censorship, suppression and oppression of the marginalized, depreciation. (Hazen, 2006). 2- Basic definitions of, was considered this word as faith. And states aren t wrong thing that do not express concerns and opinions. But new research shows that the silent in organization could be opposite of desired output (Aylsworth, 2008). 3- Organizational Silence refers to the phenomenon of collective comment or minimal action in response to important issues that encountered organizations (Henriksen & Dayton, 2006) 4- organizational Silence is inefficiencies organizational process that eliminate costs and efforts and And take different forms such as: Group in a meeting, Low rates of participation in surveys, Low expression of ideas(dan et al., 2009). Factors affecting organizational This factors is: Managerial and organizational variables, Managers fear of receiving negative feedback, Implicit beliefs of management, Features of the senior management team, Organizational and environmental variables, Create a common understanding of the group concept and Demographic dissimilarity (Bowen & Blackmon,2003).

5 Jurnal UMP Social Sciences and Technology Management Vol. 3, Issue. 2,2015 Research Hypotheses Main hypothesis Psychological capital has impact on Organizational in Tax Office of Hamedan city Sub hypotheses self-efficacy has impact on Organizational in Tax Office of Hamedan city Hope has impact on Organizational in Tax Office of Hamedan city Optimism has impact on Organizational in Tax Office of Hamedan city Resiliency has impact on Organizational in Tax Office of Hamedan city Figure 1: research Conceptual model Methodology Methodology of research was descriptive of correlation type. The study population included all personnel of Hamadan city's tax office (N=280). sample size is 160 people that selected with Morgans table. In this research used a lutans et al questionnaire to gather information for psychological capital and used organizational questionnaires. The validity of the questionnaire was approved by Supervisor commenting. Cronbach's alpha was used to measure the the reliability of the questionnaire Which Cronbach's alpha for psychological capital is 0.75 and Cronbach's alpha of organizational is That show good reliability for questionnaire. Results Demographic analysis Table 1: Analysis of the demographic VARIABLE Frequency Frequency Percentage Sex Male Female Age More than Work experience More than Education Level Diploma Associate Degree License Master degree

6 The relationship between psychological capital and Result of research hypotheses Correlation coefficients of relationship between psychological capital components and organizational silent show in Table 2 : Table 2: Pearson correlation coefficient and regression of psychological capital aspects and organizational hypothesis Frequency Pearson (f) Sig Result correlation Main / 301 hypothesis H / 751 H / 321 H / 235 H / 950 Comparison of variables based on sex In this section expressed results of significant of differences between the views were chosen on the basis of sex. Mean comparison tests have been used to investigate the average equity for Psychological capital variables, self-efficacy, hope, optimism, resiliency and organizational between male and female respondents. Table 4: The results in terms of sex T Degree of freedom Sig self-efficacy hope optimism resiliency Psychological capital organizational The results based on Table 4 and calculated significant levels assuming sex equality averages at 95% is accepted0 This means that, sex haven t significant impact to respond to psychological capital components and organizational. Comparison of variables based on age In this section expressed results of significant of differences between the views were chosen on the basis of age. ANOVA have been used to investigate the average equity for Psychological capital variables, selfefficacy, hope, optimism, resiliency and organizational. Table 5: The results in terms of age Total squares Degree of F Sig freedom self-efficacy hope optimism resiliency Psychological capital organizational Based on the table 5 Assumption of different age average of employees for components of hope, optimism, resiliency and organizational is accepted but observe significant differences for psychological capital and self-efficacy.

7 Jurnal UMP Social Sciences and Technology Management Vol. 3, Issue. 2,2015 Comparison of variables based on Education In this section expressed results of differences significant between the views were chosen on the basis of Education. ANOVA have been used to investigate the average equity for Psychological capital variables, self-efficacy, hope, optimism, resiliency and organizational. Table 6: The results in terms of Education Total squares Degree of F Sig freedom self-efficacy 5 / / / 933 hope 70 / / / 231 optimism 0 / / / 225 resiliency 31 / / / 117 Psychological 12 / / / 131 capital organizational 713 / / / 933 The results based on Table 6 and calculated significant levels assuming Education equality averages at 95% is accepted0 This means that, Education haven t significant impact to respond to psychological capital components and organizational. Comparison of variables based on Work experience In this section expressed results of differences significant between the views were chosen on the basis of Work experience. ANOVA have been used to investigate the average equity for Psychological capital variables, self-efficacy, hope, optimism, resiliency and organizational. Table 7: The results in terms of Work experience Total squares Degree of F Sig freedom self-efficacy 312 / / / 371 hope 53 / / / 330 optimism 19 / / / 032 resiliency 333 / / / 009 Psychological 3737 / / / 003 capital organizational 3709 / / / 371 Based on the table 7 Assumption of different Work experience average of employees For components of hope, optimism, and organizational is accepted but observe significant differences for psychological capital and self-efficacy and resiliency. Conclusion In this article, we introduced the new issue of Organizational Behavior and Positive psychological capital. Positive organizational behavior based on manageable positive oriented values and attitudes and staff behavior. That originated from the positive oriented psychology movement. Positive oriented psychology movement, Focuses on how to grow healthy minds Instead of focusing on diseases and dysfunction of the human mind. Psychological capital that is third generation of human and social capital, is A new concept that has been introduced in positive oriented organizational behavior. Many experts in organization and management Believe that psychological capital can considered as a source of sustainable competitive advantage for enterprises in today's challenging environment. Positive oriented psychological capital, consists of four psychological variables that include Hope, self-efficacy, optimism and resiliency that we study relation between them and organizational. In other words, the main purpose in this research, the relationship between capital and silent psychological organization. The results showed that there was a significant relationship between psychological capital and organizational. The results of subsidiary

8 The relationship between psychological capital and hypothesis show variables of optimism (0.61 r =), self-efficacy (r = 0.60), Resiliency (r = 0.46) and hope (r = 0.38) have greatest relationship with organizational. Also the results of regression analysis shows that optimism with the coefficient of determination (R2 = 0.37) has greatest impact on changes of organizational. References 1- Avey, B. et al. (2006).Theimplications of positive psychological capital on employee absenteeism,journal of Leadership and Organizational Studies, 13, Avolio, B. J. &Luthans, F. (2006). The high impact leader:moments matter for accelerating authentic leadership development. New York: McGraw-Hill. 3- Bakker, A. B. &Schaufeli. W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior,(29), Bandura, A. ( 1986 ). Social foundations of thought and action: A social cognitive theor. Englewood cliffs, NJ: prentice Hall. 5- Bowen, F. and Blackmon, K. (2003). Spirals of : The dynamic effects of diversity on organizational voice. Journal of Management Studies, 40, Dan, l., Jun, w. and Jiu-cheng, m. (2009), Organizational ; a survey on employees working in a Telecommunication Company. 7- Donohue, R.(2004). Positive psychological capital: APreliminary exploration of the construct. Working Paper, MonashUniversity, Department of Management.Page, L.F., 8- Hazen, M. A. (2006). Silences, perinatal loss and polyphony: a post modern perspective. Journal of organizational change management, 19(2): Henriksen, K. and Dayton, E. (2006). Organizational Silence and Hidden Threats to 10- Patient Safety. HSR: Health Services Research, 41(4), Part 11, pp: Jensen, S0 M0, Luthans F0 (7009)0 Relationshipbetween entrepreneurs psychological capital and their authenticleadership, Journal of Managerial Issues, 18, Lui, W., Zhu, R. and Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21: Luthans, F., Positive organizational behaviour: developing and managing psychological strengths. Academy of Management Executive 16, Luthans, &Avolio, B. J. F. (2006). The high impact leader:moments matter for accelerating authentic leadership development. New York: 15- McGraw-Hill. 16- Luthans F, Avey James B. Avolio, Bruce J. Peterson. Suzanne J. (2010). The Development and Resulting Performance Impact of Positive. 17- Luthans, F., Youssef, C.M., Avolio, B.J., 2007b. Psychological Capital. Oxford University Press, New York. 18- Maddux, J. E. ( 2009 ). Self efficacy, Hand book of positive psychology. New York: Oxford university press. 19- Milliken, F. J., Morrison, E. W. and Hewlin, P. F. (2003). An exploratory study of employee : issues that employees don,t communicate upward and why. Journal of Management Studies, 40(6): Morrison, E. W. and Milliken, F. J. (2000). Organizational : a barrier to change and development in a pluralistic world. Academy of Management Review, 25, Nelson, D. L., & Cooper, C. L. (2007). Positive organizational behavior: An inclusive view. In D. L. Nelson & C. L. Cooper (Eds.), Positive organizational behavior. London: Sage Vakola, M. and B. Dimitris. (2005). Organisational Silence: A New Challenge for Human Resource Management (Athens Greece). 23- Wright, T. A., Cropanzano, R., Bonett, D. G., & Diamond,W. J. (2009).The role of employee psychological well being in cardiovascular health:when the twain shall meet. Journal of Organizational Behavior, (30),