Psychological capital, work well-being, and job performance

  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract

    Performance as a multidimensional concept has become a very interesting variable to be studied especially in the viewpoint of positive psychology. This study aims to see the influence of Psychological Capital and Work Well Being as an element in the positive psychology of Job Performance. The research method used is a quantitative method with survey technique. The results showed that Psychological Capital had a positive and significant impact on Job Performance as well as Worl Well Being. These results are expected to contribute positively to human resource managers so that the measurement of performance can be done by considering the various multidimensional components that influence it.


  • Keywords

    Job Performance, Psychological Capital, Work Well Being.

  • References

      [1] Schechner R (2013), What is Performance Studies? Rupkatha Journal on Interdisciplinary Studies in Humanities on Interdisciplinary Studies in Humanities (2), 11.

      [2] Almutairi DO (2016), The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance. International Journal of Business and Management, 11(1), 231–241.

      [3] Judge TA & Zapata CP (2015), The person-situation debate revisited: Effect of situation strenght and trait activation on the validity of the Big Five Personality Traits in predicting job performance. Academy of Management Journal 58(4), 1149–1179.

      [4] Campbell CH, Ford P, Rumsey MG & Pulakos ED (1990), Development of Multiple Job Perfromance Measures in a Representative Sample of Jobs. Personnel Psychology 43, 200–277.

      [5] Muindi F & Obonyo PK (2015), Quality of Work Life, Personality, Job Satisfaction, Competence , and Job Performance: A Critical Review of Literature 11(26), 223–240.

      [6] Koopmans L, Bernaards CM, Hildebrandt VH, Schaufeli WB, de Vet Henrica CW & van der Beek AJ (2011), Conceptual Frameworks of Individual Work Performance. Journal of Occupational and Environmental Medicine 53(8), 856–866.

      [7] Bakker AB & Leiter MP (2010), Work Engagement - A Handbook of Essential Theory and Research. East Sussex: Psychology Press.

      [8] Luthans F, Norman SM, Avolio BJ & Avey JB (2008), The mediating role of psychological capital in the supportive organizational climate - Employee performance relationship. Journal of Organizational Behavior 29(2), 219–238.

      [9] Youssef CM & Luthans F (2007), Positive Organizational Behavior in the Workplace: The Impact of Hope, Optimism, and Resilience. Journal of Management 33(5), 774–800.

      [10] Avey JB, Reichard RJ, Luthans F & Mhatre KH (2011), Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152.

      [11] Diener E (1984), Subjective Well Being. Psychological Bulletin 95, 542–575.

      [12] Diener E, Oishi S & Lucas RE (2003), Personality, Culture, and Subjective Well-Being: Emotional and Cognitive Evaluations of Life. Annual Review of Psychology 54(1), 403–425. article.

      [13] Kooij DTAM, Guest DE, Clinton M, Knight T, Jansen PGW & Dikkers JSE (2013), How the impact of HR practices on employee well-being and performance changes with age. Human Resource Management Journal 23(1), 18–35.

      [14] Rotundo M & Sackett PR (2002), The Relative Importance of Task, Citizenship and Counterproductive Performance to Global Ratings of Job Performance: A Policy-Capturing Approach. Journal of Applied Psychology 87(1), 66–80.

      [15] Koopmans L, Bernaards CM, Hildebrandt VH, Van Buuren S, Van der Beek AJ & De Vet HCW (2013), Development of an individual work performance questionnaire. International Journal of Productivity and Performance Management 62(1), 6–28.

      [16] Motowidlo SJ & Van Scotter JR (1994), Evidence That Task Performance Should Be Distinguished From Contextual Performance. Journal of Applied Psychology 79(4), 475–480.

      [17] Griffin MA, Neal A, Parker SK, Griffin MA & Parker SK (2007), Interdependent Contexts Linked references are available on JSTOR for this article : A NEW MODEL OF WORK ROLE PERFORMANCE : POSITIVE BEHAVIOR IN UNCERTAIN AND INTERDEPENDENT CONTEXTS The University of Queensland 50(2), 327–347.

      [18] Luthans F (2002), The need for and meaning of positive organizational behavior. Journal of Organizational Behavior 23(6), 695–706.

      [19] Luthans F, Avey JB, Avolio BJ, Norman SM & Combs GM (2006), Psychological capital development: Toward a micro-intervention. Journal of Organizational Behavior 27(3), 387–393.

      [20] Luthans F, Luthans KW & Luthans BC (2004), Positive psychological capital: Beyond human and social capital. Business Horizons 47(1), 45–50.

      [21] Tov W & Diener E (2013), Subjective Wellbeing. The Encyclopedia of Cross-Cultural Psychology 1239–1245.

      [22] Diener E, Wirtz D, Biswas-diener R, Tov W, Kim-prieto C, Choi D & Oishi S (2009), Assessing Well-Being. Assessing Well-Being39.

      [23] Ryff CD (1989), Happiness is everything, or is it? explorations on the meaning of psychological well-being. Journal of Personality & Social Psychology 57(6), 1069–1081.

      [24] Ryff CD (1995), Psychological Weil-Being. Current Directions in Psychological Science 4(4), 99–104.




Article ID: 20617
DOI: 10.14419/ijet.v7i4.9.20617

Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.