The Impact of Psychological Capital on Job Performance, Work Engagement, and Organizational Citizenship Behavior: The Moderating Role of Perceived Organizational Support
Abstract
This research focuses on the role of Psychological Capital (PsyCap) in Job Performance, Work Engagement and Organizational Citizenship Behavior (OCB) and the moderating role of Perceived Organizational Support (POS). Drawing upon Positive Organizational Behavior, the Social Exchange Theory and the Job Demands - Resources (JD-R) model, a quantitative, and cross-sectional design were made use of. Data obtained from 450 employees working in various sectors in Pakistan by using validated scales and using the software package (SPSS 27) through correlation, regression and moderation (PROCESS Model 1). The results indicated that PsyCap has an important positive effect on Job Performance (β = .41, p < .01), Work Engagement (β = .46, p < .01) and OCB (β = .43, p < .01), respectively since it had the highest effect on Work Engagement. Moderation analysis is further used to reveal that POS have significant enhancing effect in these relationships due to significant interaction effects regarding Job Performance (beta=.15, p<.01), Work Engagement (β =.18, p<.01) and OCB (β =.16, p<.01). These result call attention to the fact that the psychological resources of employees are better transformed into positive results when they are endorsed by a favorable work environment. The contribution of the current study is providing an integrated model in the context of a developing country and practical information for how to improve the performance of employees and engagement through both PsyCap development and organizational support.
Keywords: Psychological Capital; Job Performance; Work Engagement; Organizational Citizenship Behavior; Perceived Organizational Support; Moderation; Pakistan; SPSS; Positive Organizational Behavior
This research focuses on the role of Psychological Capital (PsyCap) in Job Performance, Work Engagement and Organizational Citizenship Behavior (OCB) and the moderating role of Perceived Organizational Support (POS). Drawing upon Positive Organizational Behavior, the Social Exchange Theory and the Job Demands - Resources (JD-R) model, a quantitative, and cross-sectional design were made use of. Data obtained from 450 employees working in various sectors in Pakistan by using validated scales and using the software package (SPSS 27) through correlation, regression and moderation (PROCESS Model 1). The results indicated that PsyCap has an important positive effect on Job Performance (β = .41, p < .01), Work Engagement (β = .46, p < .01) and OCB (β = .43, p < .01), respectively since it had the highest effect on Work Engagement. Moderation analysis is further used to reveal that POS have significant enhancing effect in these relationships due to significant interaction effects regarding Job Performance (beta=.15, p<.01), Work Engagement (β =.18, p<.01) and OCB (β =.16, p<.01). These result call attention to the fact that the psychological resources of employees are better transformed into positive results when they are endorsed by a favorable work environment. The contribution of the current study is providing an integrated model in the context of a developing country and practical information for how to improve the performance of employees and engagement through both PsyCap development and organizational support.
Keywords: Psychological Capital; Job Performance; Work Engagement; Organizational Citizenship Behavior; Perceived Organizational Support; Moderation; Pakistan; SPSS; Positive Organizational Behavior
This research focuses on the role of Psychological Capital (PsyCap) in Job Performance, Work Engagement and Organizational Citizenship Behavior (OCB) and the moderating role of Perceived Organizational Support (POS). Drawing upon Positive Organizational Behavior, the Social Exchange Theory and the Job Demands - Resources (JD-R) model, a quantitative, and cross-sectional design were made use of. Data obtained from 450 employees working in various sectors in Pakistan by using validated scales and using the software package (SPSS 27) through correlation, regression and moderation (PROCESS Model 1). The results indicated that PsyCap has an important positive effect on Job Performance (β = .41, p < .01), Work Engagement (β = .46, p < .01) and OCB (β = .43, p < .01), respectively since it had the highest effect on Work Engagement. Moderation analysis is further used to reveal that POS have significant enhancing effect in these relationships due to significant interaction effects regarding Job Performance (beta=.15, p<.01), Work Engagement (β =.18, p<.01) and OCB (β =.16, p<.01). These result call attention to the fact that the psychological resources of employees are better transformed into positive results when they are endorsed by a favorable work environment. The contribution of the current study is providing an integrated model in the context of a developing country and practical information for how to improve the performance of employees and engagement through both PsyCap development and organizational support.
Keywords: Psychological Capital; Job Performance; Work Engagement; Organizational Citizenship Behavior; Perceived Organizational Support; Moderation; Pakistan; SPSS; Positive Organizational Behavior
