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Title
Abstract
Introduction
Sample and Procedure
Research Design
Results
Discussion
Practical Implications
Limitations and Future Research Directions
Conclusion
References

BERJ 5(1)14 Article 1.pdf

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Abstract

The purpose of this study is to investigate the relationship between psychological capital and performance and to identify work family spillover and psychological well-being as a mediator of the effects of psychological capital on performance. Data was gathered from 361 whitecollar employees from different occupations. The results based on Structural Equation Modeling reveal that psychological capital plays an important role in providing employees to have high performance. The results also indicate that psychological well-being and two dimensions of spillover (positive and negative work-family spillover) mediate the effect of psychological capital on performance. Implications of the results are discussed, and avenues for future research are offered.

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The Relationship between Psychological Capital and Job Performance: The Mediating Role of Psychological Empowerment
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Introduction: This study investigated the relationship between psychological capital and job performance by focusing on the mediating role of psychological empowerment. Method: The present study used a correlational method through Structural Equation Modeling (SEM). In order to do so, 204 employees were selected through the stratified sampling method. To collect data, the study drew on such instruments as Luthans and Colleagues’ Psychological Capital Questionnaire, Paterson's Job Performance Questionnaire, and Spreitzer and Mishra’s Psychological Empowerment Questionnaire. The data were analyzed with reference to correlational statistics and inferential statistics processed in SPSS-23 and Lisrel-8.5 software. Analyses of the SEM confirmed that the proposed model fit the data. Results: The findings revealed that psychological capital had a significant effect on both job performance (%35) and on psychological empowerment (%69). Furthermore, the effect of psychological empowerment ...

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Positive Psychological Capital and Job Performance: The Mediating Role of Job Satisfaction
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This study was carried out aimed to investigate the relationship between positive psychological capital and job performance, the role of working attitude intermediation in the staff of the Ministry of Energy (ministerial level) in the winter of 2015. The research method was field and correlational. The study in terms of the nature is an applied study and in terms of method is a survey study. The study population included all employees of the Ministry of Energy in 2015, and the sample consisted of 97 employees who are selected by simple random sampling. For data collection, the 4 questionnaires in the fields of social, economic, financial performance and innovations have been used, and SPSS19 has been used to analyze the data. Construct validity was evaluated using confirmatory factor analysis, and Cronbach's alpha coefficient greater than 0.7 for various structures of questionnaire, confirmed its reliability, and the results showed that, firstly, there is a significant relationship between the economic aspects and job performance, secondly, there is a significant relationship between innovations and business performance, thirdly, there is no significant relationship between the social aspects and fob performance, innovations and economic aspects.

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The Effects of Positive Psychological Capital on Employee’s Job Satisfaction, Organizational Commitment, and Ability Coping with Stress
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JOURNAL OF ACADEMIC RESEARCH IN ECONOMICS, 2017

The aim of this study to explore the effects of organizational psychological capital on the main organizational result variables such as job satisfaction, organizational commitment, and ability coping with stress. Data were collected from 298 employees of a governmental organization and connected institutions in Ankara and Malatya/Turkey. The survey method was used by a questionnaire including Organizational Psychological Capital Scale, Job Satisfaction Scale, Organizational Commitment Scale, and Stress Scale with demographic information. Data collected from the questionnaires were analyzed with SPSS 20.0. The results showed that stress level (r=0,288; p<0,01) has a negative relationship with psychological capital; job satisfaction (r=0,339; p<0,01) has a positive relationship with psychological capital; and organizational commitment (r=0,292; p<0,01) has a positive relationship with psychological capital. In this context, increasing the employees’ psychological capital increases job satisfaction and organizational commitment attitude of the employees, whereas decreases the level of stress that employees face.

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Employee Well-being as a Mediator of Correlation between Psychological Capital and Psychological Climate
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Individual differences are one of the factors that influence the psychological climate. The existence of bias and the existence of the perception of the influence of other factors on an individual, so that in the same neighborhood but in different individuals our own ingrained perceptions would be different. It affects an individual's self-efficacy as one of dimension psychological capital which is related to a person's perception of employee well-being, where the employee well-being as well as a factor's effect of psychological climate. Therefore, this study aims to find out whether employee well-being have a role as a mediator between psychological capital and psychological climate. The results from 378 hospitality employees showed that employee well-being acts as a partial mediator in the relationship between psychological capital and psychological climate. There were differences in employee well-being and psychological climate between group ages 18-30 years and 31-60 years.

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The Role of Job Engagement as a Mediator in the Influence Between Psychological Capital and Performance
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Several studies show that work engagement acts as a mediator between psychological capital and social support on performance (Bakker & Demeuroti, 2019). The aim of this researcher is to determine the role of work engagement as a mediator in the relationship between psychological capital and social support on performance. The subjects in this study were employees of PT. Adhibaladika the Great. From a total population of 311 employees, as many as 175 people were sampled in this study. The data collection technique used in this study was purposive sampling. The analysis technique in this study uses the SmartPLS program and before being analyzed, it is done first to check whether there are operational items that fail or not using Statistical Product and Service Solution (SPSS). The results of this study indicate that all variables have a significant influence or can also be called 7 of 7 accepted research hypotheses. In practice, the seven hypotheses that have been proven to be accepted and show a significant value will certainly be very useful as a reference for companies to increase psychological capital, social support, work engagement and employee performance. Each endogenous variable that wants to be improved is recommended with a different solution in aspects related to its endogenous variable or it can be concluded that t count from H1 is the Psychological Capital variable on Performance = 13,346 (solution: training), H2 is the Social Support variable on Performance = 5,382 (solution: role model), H3 is Psychological Capital variable on Work Engagement = 3,308(solution: training), H4 is Social Support variable for Work Engagement = 2,397 (solution: role model), H5 is Work Engagement variable on Performance = 7,840 (solution: rewards and punishments). This research also proves that the JD-R Model is still valid today.

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Impact of Positive Psychological Capital on Employee Well-Being Over Time
Alvaro Quiroz

The recently recognized core construct of psychological capital or PsyCap (consisting of the positive psychological resources of efficacy, hope, optimism, and resilience) has been demonstrated to be related to various employee attitudinal, behavioral, and performance outcomes. However, to date, the impact of this positive core construct over time and on important employee well-being outcomes has not been tested. This study meets this need by analyzing the relationship between a broad cross-section of employees' (N ϭ 280) level of PsyCap and two measures of psychological well-being over time. The results indicated that employees' PsyCap was related to both measures of well-being and, importantly, that PsyCap explained additional variance in these well-being measures over time. The limitations, needed future research, and practical implications conclude the article.

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INFLUENCE OF PSYCHOLOGICAL CAPITAL ON EMPLOYEE PERFORMANCE OF NON-GOVERNMENTAL ORGANISATION
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Psychological Capital refers to the resources that can be used to support an individual's efforts to progress professionally. The incorporation of four resources-hope, optimism, self-efficacy, and resilience-emerged as a higher-order concept of psychological capital (Luthans & Youssef-Morgan, 2017). Many research studies have examined Psychological Capital in various contexts. Their findings documented the positive association between Psychological Capital and Work Performance of employees (Ahmad et al. 2019). Luthans (2002) described Psychological Capital as positive human resource assets that could be assessed, handled, and developed in order to enhance workforce productivity. Research studies have documented that Psychological Capital correlates with the positive behaviours of the employees. The employees of Non-Governmental are great asset to the organisations' success. Employee performance is defined as "The degree of success of employees in carrying out their roles and duties" (Rachmaliya & Effendy, 2017). Since employee performance is crucial for assessing whether organisational goals are met, organizations search for strategies to inspire their staff to perform their best in their work. The Human Resource Management team focuses on training and development to improve the employee performance. The employees become valuable asset to the organisation as considerable amount of time and money is spent. In Non-Governmental Organisation (NGO) setting the employees are not exposed to training and development in comparison with other sector. All their learning are from their natural work setting. The author in the present study has examined the level of Psychological Capital of the employees working in NGOs and the influence of Psychological Capital on the Employee Performance.120 employees participated in the study. Standardized measures were used for the study. Inferential analysis was done to understand the association between Psychological Capital and Employee Performance. The mean value of Psychological Capital was 3.93; Employee Performance was 3.62.The mean value of the four dimensions of employee performance was Efficiency at work 3.74, Planning at work 3.38, Creativity and Innovation 4.06 and Making efforts 3.31. Psychological Capital had significant correlation with all the four dimensions of employee performance. Similarly Employee Performance had significant correlation with all the four dimensions. The Employee Performance had positive significant correlation with the Psychological capital. The Psychological Capital contributes to Employee Performance positively (0.911) which is significant. The study's findings offer a valuable resource for enhancing the Employee Performance of the Non-Governmental Organisation.

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THE IMPACT OF PSYCHOLOGICAL CAPITAL ON WORK PERFORMANCE; A STUDY OF THE COMMERCIAL BANKING INDUSTRY IN SRI LANKA
IJETRM Journal

This study was aimed to ascertain the impact of psychological capital on work performance of the banking industry in Sri Lanka. Although previous studies have been carried out in the arenas of locus of control and work performance, and subjective-well-being and work performance, theoretical and empirical evidence encapsulating the study construct, namely " PsyCap " is limited. Thus, this study attempts to fill the theoretical and empirical gaps by ascertaining the impact of Psychological Capital on Work Performance. Hypothetico Deductive method was used, taking 200 managers on a Purposive Judgmental sampling method for the study. Findings revealed that PsyCap dimensions namely the Self Efficacy, Optimism, Hope, Resilience and Subjective-Well-Being, have an overall impact on and an association with Work Performance, while Emotional Intelligence did not. The study also established, using Scheffe method, that there is no perceptual differences on Work Performance in state and private banks in Sri Lanka.

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References (58)

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About the author
Caner Erselcan
Celal Bayar University, Faculty Member

Born in 1959, Erzurum,Turkiye.Graduated from Political Science and Public Administration of Middle East Tecnical University.Formerly graduated PhD in Business Administration from Dokuz Eylul University.

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The purpose of this study is to investigate the relationship between psychological capital and performance and to identify work family spillover and psychological well-being as a mediator of the effects of psychological capital on performance. Data was gathered from 361 whitecollar employees from different occupations. The results based on Structural Equation Modeling reveal that psychological capital plays an important role in providing employees to have high performance. The results also indicate that psychological well-being and two dimensions of spillover (positive and negative work-family spillover) mediate the effect of psychological capital on performance. Implications of the results are discussed, and avenues for future research are offered.

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1 Two Field Studies Examining the Association between Positive Psychological Capital and Employee Performance
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