Developing optimism to improve performance: an approach for the manufacturing sector

An organizational optimism model is developed and tested. The constructs of optimism subculture and goal setting process are investigated as antecedents to the level of employee optimism and individual and organizational performance are investigated as direct and indirect consequences of the level of employee optimism. Data relating to the constructs were collected from 133 manufacturers and subjected to structural equation modeling analysis. The proposed model fits the data well. Results indicate that managers may improve individual and organizational performance by raising levels of employee optimism and that levels of optimism may be raised through development of an optimism subculture and implementation of a goal setting process.