A Study on the Mechanism of Psychological Capital Affecting Employee Engagement and Job Performance
DOI:
https://doi.org/10.5281/zenodo.15734245Keywords:
Psychological Capital, Employee Engagement, Job Performance, Self-efficacyAbstract
In the context of the gradual transformation of organizational management towards a people-oriented orientation, the psychological state of employees has become increasingly valuable as a key variable affecting organizational performance. As a positive psychological resource that can be developed and intervened, psychological capital has become an important research topic in the field of organizational behavior. Based on the theoretical framework of positive organizational behavior, this paper systematically sorts out the core dimensions of psychological capital, analyzes its logical relationship with employee engagement and job performance, and focuses on explaining the internal mechanism of psychological capital that stimulates employees' positive psychological state and then affects their engagement behavior and performance. Dimensions of psychological capital such as hope, self-efficacy, resilience and optimism can effectively promote employees' initiative and creative performance at work by enhancing their willingness to invest and professional identity. This study deepens the understanding of employees' intrinsic motivation mechanism at the theoretical level and reveals the dynamic path of psychological resources being transformed into organizational effectiveness.
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