CC BY
0
Organizational Psychology, 2024, Vol. 14, No. 1, P. 231-244. DOI: 10.17323/2312-5942-2024-14-1-231-244
ORGANIZATIONAL PSYCHOLOGY
www.orgpsyjournal.hse.ru
Determinants of organizational and employee psychosocial spectrum: A bibliometric analysis
Ninik SRIJANI
ORCID: 0000-0003-3876-4690
ORCID: 0000-0002-8700-0489
STKIP PGRI Lumajang, Jawa Timur, Indonesia
Abstract. Purpose. This study aims to analyze the correlation between organizational climate determinants, emotional intelligence, leadership skills, and employees' psychological well-being towards a positive organizational psychosocial spectrum. Methodology. This is carried out through the bibliometric analysis approach, intended to help uncover collaboration trends, relationship patterns within extensive data, and to identify knowledge gaps. To achieve these objectives, a quantitative approach is adopted using a cross-sectional survey design. The research sample involves employees from various hierarchical levels within private companies. Data collection is conducted using a survey instrument implemented through the Google Form application. Respondent data is selected randomly and analyzed using descriptive statistics to portray demographic profiles and respondent characteristics. Moreover, a multiple linear regression analysis is utilized to examine the relationship between predictor variables and explanatory variables. Findings. The analysis results indicate a significant connection between predictor and explanatory variables. Implications for practice. The practical implications are that the management can provide guidance patterns for workplace improvement and employee quality of life enhancement. Originality. This study explores intricate and relevant relationships within current workplace issues.
Keywords: positive organizational correlation, collaborative bibliometric analysis, workplace influence.
The concept of organizational psychosocial in the current business and organizational world shapes a productive, healthy, and effective work environment. Encompassing psychological and social aspects within the workplace, it has emerged as an approach focused on employee well-being and performance (Yu et al., 2022; Siami et al., 2023; Willroth, 2023). In response to these demands, the roles of organizational climate determination, emotional intelligence, leadership skills, and employee psychological well-being have become increasingly significant in shaping a positive organizational psychosocial spectrum.
Introduction
Address: East Java, Indonesia.
E-mail: niniksrijani@unipma.ac.id
The interactions and interrelationships among the determinants of organizational climate, emotional intelligence, leadership skills, and employee psychological well-being in scholarly literature necessitate a combined bibliometric analysis to help identify research gaps and potential areas for further exploration in understanding the positive organizational psychosocial spectrum. Below, the visual patterns of potential areas are presented using the network visualization and overlay visualization approach.
Organizational climate, as the general perception felt by employees towards the work environment, profoundly impacts motivation, satisfaction, and employee commitment (Adikoeswanto et al., 2020; Mishra, Tikoria, 2021; Curilla et al., 2023). Emotional intelligence, as the ability to recognize, understand, and manage emotions, plays a crucial role in social interactions and adaptation in a dynamic workplace. Meanwhile, effective leadership skills contribute to the formation of a supportive organizational culture while leading teams towards shared goals. Equally important is the psychological well-being of employees, encompassing aspects of personal satisfaction, work-life balance, and well-managed stress levels.
■spa harrdbook pandemics
face * • «I \ * ml"rk control me*lco status sage handbook <"0UIC|
r.M
control handbook
pbd times • (¿Khotajl research
organizational Justice tentrality volyime military psychology • order psicoingNi iDp organizational effectiveness
care positive organizational psycho
worker ° : trustworthy
9 decision - spJ|n -selestion ^ooiety ' ™ f
job performance employee- bindlJStnal " early yea
self.
awf
tf Ail*
«I organizational psychology
i„ao, RO^I conr^ct Future phenomena "PW""'
* _ _ ^T <mL a I hop
. team remania
impafjance fa" paper
wop may
pîych^ogisr
employment - * d^fflem call ac[OUTn
fOriCPnlL „
Cambridge core
science
j^oncépt relation -w
perc^tion • **way
applicant corSjict - e55a>r
occupation;#psychology
servant leader ship
currenti
social representation
A is^Lie
exploratory study
Figure 1. Network visualization. Source: Data processed by the researcher, Vosviewer, 2023.
However, despite the recognized importance of these determinant roles, a framework that unifies their contributions in shaping a positive organizational psychosocial spectrum still requires more in-depth and comprehensive research. In this regard, the utilization of bibliometric analysis techniques in this study is anticipated to provide a holistic view of the development and interaction of relevant scholarly literature. By comprehending how these determinant roles relate to each other and align with the concept of positive organizational psychosocial, it is expected that a stronger knowledge foundation will be unearthed to support the implementation of practices focusing on organizational well-being and effectiveness.
The phenomenon of the complexity of relationships and interactions among the determinants of organizational climate, emotional intelligence, leadership skills, and employee psychological well-being in shaping a positive organizational psychosocial spectrum is noteworthy. This implies
that this phenomenon holds significant implications in the endeavor to create a positive and productive work environment. By comprehending the interactions and interconnections that occur among these factors, organizations can develop more effective strategies to enhance employee well-being and achieve holistic organizational goals (Mensah et al., 2023; Mohammad, Husted, 2023; Saha et al., 2023; Wee et al., 2023). Thus, the primary objective of this research problem is to illustrate the importance of understanding the complexity of relationships among variables in forming a positive organizational psychosocial spectrum.
<ipd h^jbuok pandemics
control .^SoEcbwdboo^™'
«t^J^T volima
miliary (ayctaiuEy • oriKr P511*"»? Pap arjanriatlonalefrectiueness
hm positive organizational psycho
worker - i-cTnD -1 IJSI*'lt,1v
job performance employ^ . j H d UStri £3 i S P - awly »car turjHldjtcon
cmpluyagjUy " * J8'
organizational psychology
persorfSI resource * fa(tor .goal context future pfler,0nlt™ "...............
ociT area , np
.,,. ■ team romama
importance ' mnai " I P P wop "W
if pfychol^«* % - *
employment »dc^in
^concept relation W
# * difference * interview
perception
apf^nt coJjct e&tey
occupaiionafrpsythoJogy
servant leadership
current issue
social representation
j
exploratory study ^-F
Figure 2. Overlay visualization. Source: Data processed by the researcher, Vosviewer, 2023
Therefore, by gaining a deeper understanding of the dynamics and phenomena elucidated, it is hoped that this research can provide valuable insights for practitioners, academics, and decision-makers in their efforts to promote the development of sustainable and employee-centric organizational growth.
Literature review
In the theoretical framework, this research will explore the phenomenon of complexity in the relationships and interactions among independent variables, namely the determinants of organizational climate, emotional intelligence, leadership skills, and employee psychological well-being, in shaping the dependent variable, namely the positive organizational psychosocial spectrum.
Organizational climate determinants play a central role in creating a work environment that influences employee behavior and well-being. This concept refers to the general perceptions individuals have about their work environment, encompassing elements such as interpersonal relationships, fairness, and organizational support. Prior research has indicated that a positive organizational climate can enhance employee motivation, commitment, and productivity (Al-Kurdi et al., 2020; Kim, Park, 2020; Hoang et al., 2021; Mishra, Tikoria, 2021; Mohammad, Husted, 2023; and Singh et al., 2023). Introducing this concept within the context of bibliometric analysis will provide a richer understanding of how scholarly literature depicts the role of organizational climate in shaping the positive organizational psychosocial spectrum.
Organizational climate
Organizational climate determinants play a central role in creating a work environment that influences employee behavior and well-being. This concept refers to the general perceptions individuals have about their work environment, encompassing elements such as interpersonal relationships, fairness, and organizational support. Prior research has indicated that a positive organizational climate can enhance employee motivation, commitment, and productivity (Al-Kurdi et al., 2020: Kim, Park, 2020; Hoang et al., 2021; Mishra, Tikoria, 2021; Mohammad, Husted, 2023; Singh et al., 2023). Introducing this concept within the context of bibliometric analysis will provide a richer understanding of how scholarly literature depicts the role of organizational climate in shaping the positive organizational psychosocial spectrum.
Emotional intelligence
Emotional intelligence reflects an individual's ability to recognize, understand, and manage emotions, both within oneself and in social interactions. In the workplace, emotional intelligence can influence collaboration, communication, and adaptation to change (Abdollahi et al., 2020; Wang, Goh, 2020; Wang et al., 2021; Abdo et al., 2022: Ahmed et al., 2022; and Prentice et al., 2022). This concept is gaining increasing attention as a significant factor that plays a pivotal role in creating an inclusive work environment and integrating organizational psychosocial aspects. Within the scope of bibliometric analysis, this study will identify the development and literature connections related to emotional intelligence within the context of organizational psychology and workforce development.
Leadership skills
Leadership skills contribute to the development of a supportive organizational culture and motivate employees to achieve common goals. Effective leadership involves the ability to guide, inspire, and facilitate team development. Various theories and leadership models have evolved in the literature, encompassing leadership styles, characteristics, and the impact of leadership on organizations and employees (Trushkina et al., 2020; Azeem et al., 2021; Ugheoke, 2021; Khaksar et al., 2023; Leso et al., 2023; and Madi et al., 2023). Through bibliometric analysis, this research will depict the evolution and relationships in the literature concerning leadership skills in shaping the positive organizational psychosocial spectrum.
Psychological well-being of employees
Psychological well-being of employees is a crucial aspect in creating a positive work environment. This encompasses factors such as personal satisfaction, work-life balance, and stress management capabilities (Ahmed et al., 2021; Kundi et al., 2021; Pradhan, Hati, 2022; Ambhore, Ofori, 2023; Baquero, 2023). In literature analysis, employees' psychological well-being is often linked to productivity, commitment, and job quality. This study will analyze how the literature articulates the importance of employees' psychological well-being within the context of a positive organizational psychosocial spectrum, while identifying trends and developments in related literature.
Positive organizational psychosocial spectrum
The dependent variable in this study is "Positive Organizational Psychosocial Spectrum", referring to the outcome of the interaction between organizational climate determinants, emotional intelligence, leadership skills, and employees' psychological well-being in creating a positively impactful work environment for employees and the organization as a whole. Through the bibliometric analysis approach, this research aims to provide a deeper insight into the role and interactions of these variables in shaping a positive work environment. With a better understanding of these complex relationships, organizations can develop more effective strategies to enhance employee well-being and achieve organizational goals holistically.
Methodology
This study aims to conduct quantitative research with a survey design involving employees from various Private corporate organizations (PCOs) in the former Madiun Residency, namely Madiun City, Madiun Regency, Ponorogo Regency, Pacitan Regency, Magetan Regency, and Ngawi Regency. The research focuses on measuring and analyzing the relationship between independent variables, namely organizational climate determinants, emotional intelligence, leadership skills, and employee psychological well-being, with the dependent variable being positive organizational psychosocial spectrum.
Figure 3. Research conceptual framework
The data collection technique involves using the Google Form application, and data will be collected randomly and analyzed using descriptive statistics and multiple linear regression analysis. The implications of the findings are expected to provide concrete guidance for practitioners in developing strategies to create a work environment that positively impacts employees and the organization as a whole.
Hypotheses
Thus, the formulation of hypotheses in this study is as follows: H1: Organizational climate influences positive positive organizational psychosocial spectrum. H2: Emotional intelligence influences positive positive organizational psychosocial spectrum. H3: Leadership skills influences positive positive organizational psychosocial spectrum. H4: Psychological Well-being ofEmployees influences positive positive organizational psychosocial spectrum.
Results
Respondent identity distribution
In data analysis, several patterns emerged regarding respondent characteristics. Firstly, in the gender category, there were 56.3% male and 43.8% female respondents. This disparity indicates gender participation variation in the study, where differences in gender proportions might have implications on research outcomes. Secondly, the analysis of respondent age reveals that the majority fall within the age range of 18-30 years. The age group of 18-25 years contributes 31.3%, and the age group of 26-30 years is 30.4%. This suggests the presence of a younger generation in the sample, which could influence organizational dynamics.
The domicile of the respondents also provides important insights. Madiun City is the main source of respondents, contributing at a rate of 42.0%, followed by Madiun Regency at 17.9%, Pacitan Regency at 12.5%, Ponorogo Regency at 11.6%, Magetan Regency at 9.8%, and Ngawi Regency at 6.3%. Furthermore, when examining the education level, the majority of respondents hold a Bachelor's degree with a contribution rate of 39.6%, while the Diploma and Senior High School education levels also have significant contributions.
In the context of work tenure, respondents with two-five years of work experience dominate, accounting for a percentage of 42.0%, followed by those with less than one year and over ten years
of work experience, each at 22.3%. Moreover, the majority of respondents are staff or employees, making up 81.3%, while Head of Division or Department and Manager of Division or Department have lower proportions. The company sector also presents a heterogeneous picture, with the Financial Industry at 28.6% and the Manufacturing Industry at 17.0% having the largest contributions. Lastly, based on the company sector, the Financial Industry has the highest number of respondents at 28.6%, followed by the Manufacturing Industry at 17.0%, and the Retail Products Industry at 16.1%. The Technology Industry, Automotive Industry, and Pharmaceutical Industry also have significant contributions within the sample. There is variation in the distribution of respondents based on the company sector. Below is Table 1.1, presenting the tabulation results of the descriptions provided above.
Table 1. Demographic profile
No. Category Description of respondent specifications Number Percentage
1. Gender Male 63 56.3%
Female 49 43.8%
Total 112 100,0%
2. Respondent age 18-25 years 35 31.3%
26-30 years 34 30.4%
31-35 years 23 20,5%
36-40 years 15 13.4%
More than 41 years 5 4.5%
Total 112 100,0%
3. Residence Madiun City 47 42.0%
Madiun Regency 20 17.9%
Ponorogo Regency 13 11.6%
Pacitan Regency 14 12.5%
Magetan Regency 11 9.8%
Ngawi Regency 7 6.3%
Total 112 100,0%
4. Educational level High school 30 27.0%
Diploma 3 33 29.7%
Bachelor's degree 44 39.6%
Master's degree 4 3.6%
Doctorate 0 0.0%
Total 112 100,0%
5. Length of employment Less than one year 25 22.3%
2 - 5 years 47 42.0%
6 - 9 years 15 13.4%
More than 10 years 25 22.3%
Total 112 100,0%
6. Job position Staff or employee 91 d81.3%
Division or department head 16 14.3%
Division or department manager 5 4.5%
Total 112 100,0%
7. Company Sector Technology industry 15 13.4%
Financial industry 32 28.6%
Automotive industry 15 13.4%
Retail industry 18 16.1%
Processing industry 1 0.9%
Manufacturing industry 19 17.0%
Pharmaceutical industry 12 10.7%
Total 112 100,0%
Source: Data processed by the researcher using IBM SPSS Statistics Version 25.0.
Descriptive statistics
Descriptive statistics is a method in statistical analysis aimed at summarizing, describing, and analyzing data in a simpler and more understandable form. Descriptive statistics involves calculating statistical measures such as mean, median, mode, standard deviation, as well as graphical representations like bar charts, pie charts, and histograms. The primary goal of descriptive statistics is to provide a comprehensive overview of data characteristics and patterns, aiding in decisionmaking, trend identification, and extracting essential.
Table 2. Descriptive statistics
Variables Indicator N Minimal Maximal Mean Indicator Variable
Organizational climate 1* 112 2 5 3.71
2* 112 2 5 3.63 11.05
3* 112 2 5 3.71
Emotional intelligence 1* 112 2 5 3.78
2* 112 2 5 3.74 7.52
3* 112 2 5 3.67
Leadership skills 1* 112 2 5 3.67
2* 112 2 5 3.75 10.90
3* 112 2 5 3.48
Psychological well-being of employees 1* 112 2 5 3.52
2* 112 2 5 3.76 7.28
3* 112 2 5 3.75
Positive organizational psychosocial spectrum 1* 112 2 5 3.48
2* 112 2 5 3.52
3* 112 2 5 3.76
4* 5* 112 112 2 2 5 5 3.75 3.71 13.63
6* 112 2 5 3.97
7* 112 2 5 3.66
8* 112 2 5 3.54
Source: Data processed by the researcher using IBM SPSS Statistics Version 25.0.
The table presented above illustrates the results of descriptive statistics for several variables and related indicators in this study. First, for the variable "Organizational climate determination," there are three indicators measuring various aspects of organizational climate. The consistent sample data count of 112 indicates a considerable diversity in the sample. The score range from 2 to 5 demonstrates the variation in respondents' assessments of the organizational climate. The average scores range from 3.63 to 3.71, indicating that the mean values fall within the mid-range of the assessment scale. This variation could be due to individuals' differing perceptions of the organizational climate.
Next, the variable "Emotional intelligence" has three indicators measuring aspects of employees' emotional intelligence. The same sample count of 112 for each indicator demonstrates consistent measurement across the sample. The similar score range, from 2 to 5, also indicates variation in the assessment of emotional intelligence. The average scores range from 3.67 to 3.78, showing a more positive tendency towards these indicators. This variability may stem from differences in respondents' levels of awareness and understanding of emotions.
Moving on, in the "Leadership skills" variable, three indicators are observed to measure leadership skills. The consistent sample count of 112 reflects a good representation of the sample. The score range from 2 to 5 depicts variation in the assessment of leadership skills. The average
scores range from 3.48 to 3.75, indicating a broader variation in this assessment. Differences in respondents' perceptions of leadership skills may stem from variations in their experiences and viewpoints on leadership dynamics.
Moving forward, in the "Psychological well-being of employees" variable, three indicators measure the aspects of employees' psychological well-being. The consistent sample count of 112 reflects a solid representation of the sample. The score range from 2 to 5 signifies variation in the assessment of psychological well-being. The average scores range from 3.52 to 3.76, indicating a positive tendency toward psychological well-being. Variability in this assessment might arise from differences in respondents' perceptions regarding personal satisfaction levels and work-life balance.
Lastly, in the "Active organizational psychosocial spectrum" variable, there are eight indicators measuring the active organizational psychosocial spectrum. The consistent sample count of 112 indicates a steady sample. The score range from 2 to 5 illustrates the variation in the assessment of the active psychosocial spectrum. The average scores vary among indicators, indicating differences in the assessment of the active organizational psychosocial spectrum. In conclusion, these descriptive statistics provide an initial understanding of the variation and patterns in the assessment of various variables and indicators in the research evaluation.
Table 2. Interpretation of research findings
_Model_a_
Cronbach's Alpha 608a
Classical Assumptions Intercept
Asymp. Sig. (2-tailed) .355c
Durbin Watson 2.971
Adjusted R2 .668
Nilai F-test 3.045
p-value F-test .001b
Coefficientsa ^-value Std. Error t-value 3 to Decision
Constant 6.425 2.452 4.247 .000
Organizational climatw 3.014 2.048 2.036 .005 Significance*
Emotional mntelligence 3.291 2.150 1.709 .000 Significance*
Leadership skills 3.073 2.113 2.194 .003 Significance*
Psychological well-being of employees 2.960 2.822 1.979 .000 Significance*
Dependent Variable: Positive organizational psychosocial spectrum. Test distribution is normal, calculated from data, lilliefors significance correction, predictors: (constant), organizational climate, emotional intelligence, leadership skills, and positive organizational psychosocial spectrum. Note: * and ** — indicates significance at 1% and 5%. Source: Data processed by the researcher using IBM SPSS Statistics Version 25.0.
Interpretation
The results of the statistical analysis presented in the table provide in-depth information about the relationships among the variables of interest in this study. Firstly, the recorded value of Cronbach's Alpha at 0.608 indicates the internal consistency of the measurement instrument used. This number reflects a moderate level of consistency, suggesting that the questions or statements within the research instrument have a stable interconnectedness. In the context of classical assumption tests, it is important to emphasize that there is no significant influence from the intercept (constant) in the research regression model. This confirms that fundamental assumptions like homoscedasticity and normality are met in the statistical analysis study. In line with this, the Durbin Watson value of 2.971 indicates no indication of autocorrelation patterns in the model, signifying that the residuals of the model do not exhibit significant dependence patterns.
In the framework of the model's ability to explain variation, an Adjusted R2 value of 0.668 reveals that approximately 66.8% of the variation in the dependent variable can be explained by
the independent variables included in the model. This indicates the intercept model's capability to depict the observed data's variability. In relation to this, the F-test with a value of 3.045 and a p-value of 0.001 shows that the model as a whole has a significant impact on the dependent variable. A more in-depth analysis of the regression coefficients informs that independent variables such as Employee Training, Technology Investment, Performance Assessment, and Active Leadership have a significant influence on the dependent variable. This reinforcement is supported by p-values less than 0.05, signifying strong statistical significance in the relationships among these variables.
Findings
The Organizational Climate Determinants significantly affect a positive organizational psychosocial spectrum. In the findings of this study, a t-value of 2.036 was obtained, with a(^) .005 < a < 0.05. This means that organizational climate determinants can shape the work atmosphere, work norms, workvalues, andinterpersonal interactions thatemployees perceive in apositive organizational environment within their respective companies. This is supported by the following reasons: 1) elements such as interpersonal support, fairness, and recognition can create an environment that stimulates employees' psychological well-being, 2) the formation of healthy and collaborative social interactions in the workplace, 3) promoting employee development and the implementation of effective leadership skills through the emphasis on work culture. This is in line with research findings conducted by (Thomas et al., 2021; Kyaw et al., 2022; Zeitlin et al., 2023), explaining that the theory of psychological well-being, a form of employee satisfaction, can contribute to productivity, motivation, and organizational commitment, encompassing interactions between employees and a supportive and constructive work environment. Therefore, the relationship between organizational climate determinants and a positive organizational psychosocial spectrum has a strong theoretical and empirical foundation and can provide the basis for psychosocial interactions leading to employee well-being, increased productivity, effective collaboration, and an inclusive work culture.
Emotional intelligence has an impact on a positive organizational psychosocial spectrum. In the findings of this study, a t-value of 1.709 was obtained, with aQu) .000 < a 0.05. This means that emotional intelligence involves an individual's ability to recognize, understand, and manage emotions, both within themselves and in social interactions. This is supported by the following reasons: 1) employees with higher emotional intelligence tend to have better abilities in managing stress and pressure in the workplace, 2) the ability to understand and manage emotions also enables employees to interact more effectively with colleagues, superiors, and subordinates, 3) good emotional intelligence tends to be more adaptive to organizational changes. This is in line with research findings conducted by (Cui, 2021; Kukah et al., 2022; de Bruyn, 2023), explaining that transformative leadership theory indicates that leadership focusing on emotional aspects can create a positive and productive work environment. Therefore, the relationship between emotional intelligence and a positive organizational psychosocial spectrum has a strong theoretical foundation and is supported by numerous empirical studies in the field of organizational psychology, highlighting its crucial role in shaping positive interactions, managing conflicts, and creating an adaptive and inclusive work environment.
Leadership skills have a significant impact on a positive organizational psychosocial spectrum. In the findings of this study, a t-value of 2.194 was obtained, with aQu) .003 < a 0.05. This means that effective leadership contributes to creating a supportive, productive, and positive work environment. This is supported by the following reasons: 1) a leader who can guide, motivate, and mentor a team effectively tends to create an inspiring and attractive work environment, 2) leadership skills in
facilitating open and participatory communication can reduce conflicts, enhance collaboration, and foster supportive relationships among team members, 3) leaders who are attentive listeners and value the perspectives and contributions of each individual can create an inclusive and harmonious work environment. This is in line with research findings conducted by (Asatiani et al., 2021; Ching et al., 2022; Yu et al., 2023), explaining that the theory of psychological well-being aspects and positive interpersonal relationships contribute to a positive work environment. Therefore, the relationship between leadership skills and a positive organizational psychosocial spectrum has a strong theoretical foundation and is supported by research in the fields of leadership and organizational psychology, highlighting their contribution to creating a positive, harmonious, and productive work environment.
Employee psychological well-being has a significant impact on a positive organizational psychosocial spectrum. In the findings of this study, a t-value of 1.979 was obtained, with aQu) .000 < a 0.05. This means that individual psychological well-being will influence the overall dynamics and atmosphere within the organization. This is supported by the following reasons: 1) employees who feel satisfied and content in their work tend to be more motivated, dedicated, and committed to the organization, 2) employees who have a good balance between personal and work life tend to be more productive and resilient in facing work pressures, 3) employee satisfaction and motivation can shape a positive work culture where employees feel motivated to collaborate, innovate, and achieve common goals. This is in line with research findings conducted by (Colenberg et al., 2021; Rahi, 2022; Gip et al., 2023), which explain that the theory of subjective well-being emphasizes the importance of individuals' perceptions of their well-being as a crucial factor in achieving higher psychological well-being. Therefore, the relationship between employee psychological well-being and a positive organizational psychosocial spectrum has a strong theoretical foundation and is supported by research in the field of subjective well-being in organizations, highlighting the connection between employee psychological well-being.
Conclusion
The way workers act will contribute to the success or failure of the organization. All organizations dream of skilled, completely engaged workers, enthusiastic and happy with their jobs and the tasks they perform, loyal to the organization, inclined to cooperate and share information, etc. Engaged workers are only capable of developing and introducing technologies, promoting good customer relations, enhancing the quality of processes and goods, and therefore continually working towards the improvement of the efficiency of the company. That is why businesses need to look for ways to recruit talented people, and then initiate and improve the desired behaviors among employees. Those organizations who realizes this fact contribute a lot to inculcate organizational citizenship behaviour among the employees to promote effective employee engagement.
References
Abdo, M., Feghali, K., Zgheib, M. A. (2022). The role of emotional intelligence and personality on the overall internal control effectiveness: applied on internal audit team member's behavior in Lebanese companies. Asian Journal of Accounting Research, 7(2), 195-207. https://doi. org/10.1108/AJAR-04-2021-0048 Abdollahi, A., Hosseinian, S., Rasuli, R. (2020). Emotional intelligence moderates Anhedonia and suicidal ideation in depressed patients. Psychological Reports, 123(3), 660-673. https://doi.org/ 10.1177/0033294119833023
Adikoeswanto, D., Eliyana, A., Sariwulan, T., Buchdadi, A. D., Firda, F. (2020). Quality of work life's factors and their impacts on organizational commitments. Systematic Reviews in Pharmacy, 11(7), 450-461. https://doi.org/10.31838/srp.2020.7.65 Ahmed, F., Zhao, F., Faraz, N. A., Qin, Y. J. (2021). How inclusive leadership paves way for psychological well-being of employees during trauma and crisis: A three-wave longitudinal mediation study. Journal of advanced nursing, 77(2), 819-831. https://doi.org/10.1111/jan.14637 Ahmed, J., Ward, N., Otto, J., McMahill, A. (2022). How does emotional intelligence predict driving behaviors among non-commercial drivers?. Transportation research part F: traffic psychology and behaviour, 85(1), 38-46. https://doi.org/10.1016Zj.trf.2021.12.013 Al-Kurdi, O. F., El-Haddadeh, R., Eldabi, T. (2020). The role of organisational climate in managing knowledge sharing among academics in higher education. International Journal of Information Management, 50(1), 217-227. https://doi.org/10.1016/j.ijinfomgt.2019.05.018 Ambhore, S., Ofori, E. K. (2023). Exploring psychological well-being in business and economics arena:
A bibliometric analysis. Health Science Reports, 6(1), 1-14. https://doi.org/10.1002/hsr2.1044 Asatiani, A., Hamalainen, J., Penttinen, E., Rossi, M. (2021). Constructing continuity across the organisational culture boundary in a highly virtual work environment. Information systems journal, 31(1), 62-93. https://doi.org/10.1111/isj.12293 Azeem, M., Ahmed, M., Haider, S., Sajjad, M. (2021). Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation. Technology in Society, 66(1), 1-10. https://doi.org/10.1016/j.techsoc.2021.101635 Baquero, A. (2023). Authentic leadership, employee work engagement, trust in the leader, and workplace well-being: A moderated mediation model. Psychology Research and Behavior Management, 24(16), 1403-1424. https://doi.org/10.2147/PRBM.S407672 Bruyn de, M. (2023). Emotional intelligence capabilities that can improve the non-technical skills of accounting students. Accounting Education, 32(1), 61-89. https://doi.org/10.1080/09639284.2 022.2032221
Ching, N. T., Ghobakhloo, M., Iranmanesh, M., Maroufkhani, P., Asadi, S. (2022). Industry 4.0 applications for sustainable manufacturing: A systematic literature review and a roadmap to sustainable development. Journal of Cleaner Production, 334(1), 1-18. https://doi.org/10.1016/j. jclepro.2021
Colenberg, S., Jylha, T., Arkesteijn, M. (2021). The relationship between interior office space and employee health and well-being: A literature review. Building Research & Information, 49(3), 352-366. https://doi.org/10.1080/09613218.2019.1710098 Cui, Y. (2021). The role of emotional intelligence in workplace transparency and open communication.
Aggression and Violent Behavior, 101602. https://doi.org/101602. 10.1016/J.AVB.2021.101602 Curilla, S., Morales, J., Poma, W., Vicente-Ramos, W. (2023). Influence of internal communication on the organizational climate of a local educational management unit in Peru. Business: Theory and Practice, 24(1), 93-101. https://doi.org/10.3846/btp.2023.16358 Gip, H., Guchait, P., Pa§amehmetoglu, A., Khoa, D. T. (2023). How organizational dehumanization impacts hospitality employees service recovery performance and sabotage behaviors: the role of psychological well-being and tenure. International Journal of Contemporary Hospitality Management, 35(1), 64-91. https://doi.org/10.1108/IJCHM-02-2022-0155 Hoang G., Wilson-Evered, E., Lockstone-Binney, L. (2021). Leaders influencing innovation: A qualitative study exploring the role of leadership and organizational climate in Vietnamese tourism SMEs. Employee Relations: The International Journal, 43(2), 416-437. https://doi.org/0.1108/ ER-07-2019-0279
Khaksar, S. M. S., Chu, M. T., Rozario, S., Slade, B. (2023). Knowledge-based dynamic capabilities and knowledge worker productivity in professional service firms The moderating role of organisational culture. Knowledge Management Research & Practice, 21(2), 241-258. https://doi.org/10.1080/ 14778238.2020.1794992 Kim, E. J., Park, S. (2020). Transformational leadership, knowledge sharing, organizational climate and learning: an empirical study. Leadership & organization development journal, 41(6), 761-775. https://doi.org/10.1108/L0DJ-12-2018-0455 Kukah, A. S., Akomea-Frimpong, I., Jin, X., Osei-Kyei, R. (2022). Emotional intelligence (EI) research in the construction industry: a review and future directions. Engineering, Construction and Architectural Management, 29(10), 4267-4286. https://doi.org/10.1108/ECAM-05-2021-0414 Kundi, Y. M., Aboramadan, M., Elhamalawi, E. M., Shahid, S. (2021). Employee psychological well-being and job performance: exploring mediating and moderating mechanisms. International Journal of Organizational Analysis, 29(3), 736-754. https://doi.org/10.1108/IJ0A-05-2020-2204 Kyaw, K., Treepongkaruna, S., Jiraporn, P., Padungsaksawasdi, C. (2022). Does board gender diversity improve the welfare of lesbian, gay, bisexual, and transgender employees?. Corporate Social Responsibility and Environmental Management, 29(1), 200-210. https://doi.org/10.1002/ csr.2196
Leso, B. H., Cortimiglia, M. N., Ghezzi, A. (2023). The contribution of organizational culture, structure, and leadership factors in the digital transformation of SMEs: a mixed-methods approach. Cognition, Technology & Work, 25(1), 151-179. https://doi.org/10.1007/s10111-022-00714-2 Madi Odeh, R. B., Obeidat, B. Y., Jaradat, M. 0., Masa'deh, R. E., Alshurideh, M. T. (2023). The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector. International Journal ofProductivity and Performance Management, 72(2), 440-468. https://doi.org/10.1108/IJPPM-02-2021-0093 Mensah, C., Azila-Gbettor, E. M., Amissah, E. F., Addison, E. (2023). Covid-19, financial anxiety and the psychological well-being of hotel workers. International Journal of Hospitality & Tourism Administration, 24(1), 142-165. https://doi.org/10.1080/15256480.2022.2055692 Mishra, B., Tikoria, J. (2021). Impact of ethical leadership on organizational climate and its subsequent influence on job commitment: a study in hospital context. Journal of Management Development, 40(5), 438-452. https://doi.org/10.1108/jmd-08-2020-0245 Mohammad, S., Husted, B. (2023). Skilled workforces and Law-abiding organizational climates in emerging markets. Journal of Business Research, 158(1), 113530. https://doi.org/10.1016/j. jbusres.2022.113530
Pradhan, R. K., Hati, L. (2022). The measurement of employee well-being: development and validation of a scale. Global Business Review, 23(2), 385-407. https://doi.org/10.1177/097215091985910 Prentice, C., Dominique-Ferreira, S., Ferreira, A., Wang, X. A. (2022). The role of memorable experience and emotional intelligence in senior customer loyalty to geriatric hotels. Journal of Retailing and Consumer Services, 64(1), 1-9. https://doi.org/10.1016Zj.jretconser.2021.102788 Rahi, S. (2022). Investigating the role of employee psychological well-being and psychological empowerment with relation to work engagement and sustainable employability. International Journal of Ethics and Systems, 38(2), 266-285. https://doi.org/10.1108/IJ0ES-12-2020-0200 Saha, S., Das, R., Lim, W. M., Kumar, S., Malik, A., Chillakuri, B. (2023). Emotional intelligence and leadership: insights for leading by feeling in the future of work. International Journal of Manpower, 44(4), 671-701. https://doi.org/10.1108/IJM-12-2021-0690 Siami, S., Gorji, M., Martin, A. (2023). Psychosocial safety climate and supportive leadership as vital enhancers of personal hope and resilience during the COVID-19 pandemic. Stress and Health, 39(2), 404-413. https://doi.org/10.1002/smi.3192
Singh, P., Yadav, M., Pandey, K. K. (2023). Developing employees' environmental values and green organizational climate to promote employee' organizational citizenship behaviors. International Journal of Business, 28(3), 1-16. https://doi.org/10.55802/IJB.028(3).003 Thomas, R., Darby, J. L., Dobrzykowski, D., van Hoek, R. (2021). Decomposing social sustainability: Signaling theory insights into supplier selection decisions. Journal of Supply Chain Management, 57(4), 117-136. https://doi.org/10.1111/jscm.12247 Trushkina, N., Abazov, R., Rynkevych, N., Bakhautdinova, G. (2020). Digital transformation of organizational culture under conditions of the information economy. Virtual Economics, 3(1), 7-38. https://doi.org/10.34021/ve.2020.03.01(1) Ugheoke, S. O. (2021). Does organizational culture matter in managerial role and high-performance achievement? Lessons from Nigeria SMEs. Business Perspectives and Research, 9(3), 385-398. https://doi.org/10.1177/2278533721989831 Wang, H., Wu, S., Wang, W., Wei, C. (2021). Emotional intelligence and prosocial behavior in college students: A moderated mediation analysis. Frontiers in Psychology, 12(1), 1-10. https://doi. org/10.3389/fpsyg.2021.713227 Wang, K. T., Goh, M. (2020). Cultural intelligence. In The Wiley Encyclopedia of Personality and
Individual Differences: Clinical, Applied, and Cross-Cultural Research. Wee, M., Scheepers, H., Tian, X. (2023). The role of leadership skills in the adoption of business intelligence and analytics by SMEs. Information Technology & People, 36(4), 1439-1458. https:// doi.org/10.1108/ITP-09-2021-0669 Willroth, E. C. (2023). The benefits and challenges of a unifying conceptual framework for well-being
constructs. Affective Science, 4(1), 41-44. https://doi.org/10.1007/s42761-022-00152-3 Yu, M., Qin, W., Li, J. (2022). The influence of psychosocial safety climate on miners' safety behavior: A cross-level research. Safety science, 150, 105719. https://doi.org/10.1016/j.ssci.2022.105719 Yu, X., Xu, S., Ashton, M. (2023). Antecedents and outcomes of artificial intelligence adoption and application in the workplace: the socio-technical system theory perspective. Information Technology & People, 36(1), 454-474. https://doi.org/10.1108/ITP-04-2021-0254 Zeitlin, W., Lawrence, C. K., Armendariz, S., Chontow, K. (2023). Predicting retention for a diverse and inclusive child welfare workforce. Human Service Organizations: Management, Leadership & Governance, 47(1), 9-27. https://doi.org/10.1080/23303131.2022.2115432
Received 17.07.2022
Детерминанты организационной и психосоциальной среды для сотрудников: библиометрический анализ
ШРИЖАНИ Ниник
ORCID: 0000-0003-3876-4690
Университет PGRI Мадиун, Джава Тимур, Индонезия
АЙСИА Сити
ORCID: 0000-0002-8700-0489
STKIP PGRI Лумаджанг, Джава Тимур, Индонезия
Аннотация. Цель. Данное исследование имеет целью проанализировать связи между факторами организационного климата, эмоциональным интеллектом, навыками руководства и психологическим благополучием сотрудников в контексте положительного организационного психосоциального спектра. Методология. Это достигается с помощью библиометрического анализа, направленного на выявление тенденций сотрудничества, паттернов отношений в обширных данных, а также выявление пробелов в имеющихся знаниях. Для достижения этих целей применяется количественный подход с использованием дизайна кросс-секционного опроса. Исследование включает в себя сотрудников различных иерархических уровней в частных компаниях. Сбор данных осуществляется с использованием опросного инструмента, реализованного через приложение Google Forms. Сведения о респондентах выбираются случайным образом и анализируются с использованием описательной статистики для представления демографических профилей и характеристик респондентов. Кроме того, используется множественный линейный регрессионный анализ для изучения связи между переменными-предикторами и зависимыми переменными. Результаты. Результаты анализа показывают значительную связь между предикторами и зависимыми переменными. Практические выводы. Практические выводы заключаются в том, что руководство может предоставить образцы рекомендаций для улучшения рабочей среды и повышения качества жизни сотрудников. Оригинальность. В данном исследовании изучаются сложные и актуальные отношения в рамках современных трудовых проблем.
Ключевые слова: положительная организационная корреляция; совместный библиометри-ческий анализ; факторы рабочего места.
