This study aims to empirically examine the effects of positive psychological capital on work engagement, organizational commitment, and job performance among employees in healthcare organizations. In addition, it investigates the mediating roles of wo...
This study aims to empirically examine the effects of positive psychological capital on work engagement, organizational commitment, and job performance among employees in healthcare organizations. In addition, it investigates the mediating roles of work engagement and organizational commitment in the relationship between positive psychological capital and job performance.
Data were collected from administrative staff, medical administration personnel, nurses, and medical technicians working at 13 general hospitals located in the Busan metropolitan area. The collected data were analyzed using SPSS and AMOS statistical software. The major findings are summarized as follows.
First, descriptive statistics revealed that positive psychological capital (3.61), work engagement (3.66), and job performance (3.74) were all above the moderate level, whereas organizational commitment (3.44) showed the lowest mean score among the variables.
Second, Hypothesis 1, proposing a positive effect of positive psychological capital on work engagement, was statistically supported (β = .595). This indicates that higher levels of positive psychological capital are associated with greater work motivation and dedication during task performance.
Third, Hypothesis 2, which posited a positive relationship between positive psychological capital and organizational commitment, was also supported (β = .331). This result suggests that self-efficacy, hope, optimism, and resilience strengthen employees’ positive attitudes toward the organization, emotional attachment, and intention to remain.
Fourth, Hypothesis 3, proposing a positive effect of positive psychological capital on job performance, was confirmed (β = .470). This finding implies that employees with higher levels of positive psychological capital demonstrate stronger efforts toward goal attainment, problem-solving, and customer-oriented behaviors.
Fifth, Hypothesis 4, stating that work engagement positively influences job performance, was supported (β = .218). This result indicates that higher enthusiasm and dedication to work lead to improved job performance.
Sixth, Hypothesis 5, proposing a positive effect of organizational commitment on job performance, was also confirmed (β = .380), indicating that stronger feelings of belongingness and attachment to the organization are associated with higher performance levels.
Seventh, Hypothesis 6, which proposed the mediating role of work engagement in the relationship between positive psychological capital and job performance, was supported (β = .129). Mediation analysis confirmed that positive psychological capital exerts a significant indirect effect on job performance through work engagement.
Eighth, Hypothesis 7, proposing the mediating role of organizational commitment, was also supported (β = .125). This indicates that positive psychological capital influences job performance indirectly through organizational commitment.
Based on these findings, this study proposes several practical implications for healthcare organizations. First, specific strategies to enhance self-efficacy, hope, optimism, and resilience are suggested to strengthen employees’ positive psychological capital. Second, interventions such as coaching programs, stress management initiatives, and competency development programs are recommended to enhance work engagement. Third, organizational practices aimed at strengthening employees’ sense of belonging and identification with the organization are proposed to increase organizational commitment. Finally, this study emphasizes the importance of managing positive psychological capital as a strategic human resource and establishing performance monitoring systems that simultaneously enhance task performance and contextual performance.