Interference of Mood States at Work with Perceived Performance, Perceived Efficacy, and Perceived Health

Interference of Mood States at Work with Perceived Performance, Perceived Efficacy, and Perceived Health

Murako Saito (Waseda University, Japan)
DOI: 10.4018/978-1-60566-284-8.ch013
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Abstract

The competencies of self-management and interpersonal relationship management play a crucial role in improving individual and organizational performance. Interference of mood states at work with perceived performance, perceived efficacy, and perceived health of individual workers needs to be clarified in redesigning an organizational environment which has an effect on enhancing the competence of individual self-management and interpersonal relationship management. This chapter provides some evidence on the relationship of mood states at work with perceived performance, perceived efficacy, and perceived health of the workers employed in beverage manufacturing plants and lapping chemicals manufacturing plants. The perceptions of performance, self-efficacy, and health status significantly differed among mood states at work. Vigorous mood at work gives positive effect on work perception which in turn leads to the enhancement of work ability and of interpersonal management competence. Vigorous mood at work gave effective power in changing organizational environment and in building in credibility among the participants, which promises a gain in intangible human assets in addition to tangible and extrinsic assets in redesigning innovative organization model.
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Methodology For The Investigations

Theoretical Backgrounds

As to emotional regulation competencies representing recognition of self and others’ competences, the competences of self management and interpersonal relationship are important factors in controlling mood states at work and in improving the quality of care (QOC). Our studies in the healthcare sectors suggest that a collaboration type of care categorized by two axes, i.e. the axis of group level and the axis of degree of care, plays an important role in improving the quality of team care and also organizational performances in comparison with three other types of care, egoistic, specialist, and bureaucratic types of care (Saito, Murakami, Karashima, 2007). In order to identify the important role of a dynamic collaboration type of care, mood states at work, perceived efficacy and perceived performance were placed as moderators or mediators, and perceived health as a criterion as one of the study hypothetical models in our studies. Our studies in the past suggested that job consciousness, emotional states at work, individual and organizational performances gave critical effects on occupational health status (Saito, Ikeda, Seki.2000, Saito, Konishi, Seki 2000). One of the theoretical images is illustrated in Figure1. This article describes classification of mood state at work, and the relation of mood state at work with perceived performance, perceived self-efficacy and perceived health status, and finally covariance structure model analyzed by using three variables, interpersonal communication, job demand and job control. The evidence provided in this chapter is very useful and gives some clues when preparing knowledge management process in the workplaces.

Figure 1.

Hypothetical model of the relation between work environment and perceived health moderated or mediate by mood state work, self-efficacy and perceived health

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