RESUMEN
Drawing on two theoretical frameworks-positive psychology theory and conservation of resources theory-the relationship and underlying mechanism between team-level service-oriented human resource practice (SO-HRP) bundles and team performance were explored by constructing a team-level serial mediation model. Survey data were collected from 424 employees at 80 branches of five financial holding companies in Northern Taiwan. The team-level serial-mediated model and hypotheses were examined using SPSS version 24 and the PROCESS macro for SPSS. The results indicate that team psychological capital (PsyCap) and team work engagement serially mediated the relationship between SO-HRP bundles and team performance. These results imply that managers should plan and implement SO-HRP bundles in detail, reinforce team PsyCap, and increase engagement within their financial service teams to enhance team performance.
RESUMEN
Team psychological capital is the positive psychological state of a team and has a positive impact on the human resource management and performance management of the team. Team members' work performance, as a component of team performance, has an important impact on improving team performance. However, there is less cross-level impact analysis between the two. The purpose of this paper is to explore the mechanisms of the cross-level effects of team psychological capital on members' performance. A paired questionnaire survey was administered to 387 human resource management team members from 86 human resource management teams across China, and SPSS 22.0, AMOS 23.0, and HLM 6.08 software were used to analyze the questionnaire data at the same level and across levels. The test shows that the cross-level positive effect of team psychological capital on team members' work performance is established, and the cross-level mediating role of team members' psychological capital and team support between the two is established. It enriches the cross-level research from team to individual, refines and enriches the research on the impact of team psychological capital on individual behavior, and provides new ideas for team management in companies. Therefore, when conducting team management, enterprises can enhance team members' psychological capital by improving team psychological capital, thereby improving team members' work performance and team efficiency.
RESUMEN
The main purpose of the present research was to analyze the relationship between team psychological capital and innovation, considering team learning as a mediating variable. A field survey was carried out, which included 124 work teams belonging to organizations from different sectors of activity. Hypotheses were tested through PROCESS. Results supported a direct positive relationship between team psychological capital and team innovation and an indirect influence of team psychological capital on team innovation, through team learning. The findings of this study highlight the role of team learning as an intervening process between team psychological capital and team innovation. Accordingly, managers should seek to develop team psychological capital and learning behaviors among their teams to promote innovation.