PGATPanglima Gagah Angkatan Tentera (Malay: Chief of the Armed Man Forces; award)
PGATProfessional Golf Association of Thailand
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References in periodicals archive ?
We extended previous research on work engagement, and by following the logic of Hypotheses 1, 2, and 3, we examined PGAT as a more distal predictor of employee work engagement.
By displaying high levels of psychological capital during group interactions, group leaders are inclined to influence the development of PGAT through a trickle-down process.
Specifically, the employees responded to items pertaining to their individual positive affect (later aggregated into PGAT), their CSE, and their work engagement, and the group leaders completed a measure designed to assess their psychological capital.
According to George's (1990) definition and operationalization of PGAT, we asked participants to describe how they felt when interacting with other group members during the work process.
We calculated the rwg values, intraclass correlation (ICC) (1) and (2) values for PGAT. The results indicated the mean and median of [r.sub.wg] value was .88/.93, ICC(1) was .26, and ICC(2) was .68 for PGAT.
The results for Model 2 showed that PGAT significantly predicted employee work engagement ([[gamma].sub.01.sup.c] = 1.73, p < .001).
As leader psychological capital and PGAT were Level 2 variables, we performed hierarchal regression analyses to examine Hypothesis 5.
In this study, we examined the process through which PGAT may contribute to employee work engagement.
We have extended earlier work in which researchers mainly focused on individual positive affect to examine PGAT. Our findings reveal that PGAT is critical for employee work engagement and thereby demonstrate the importance of cultivating shared positive feelings among employees to improve group functioning and performance.