Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work

Abstract

Purpose In response to a growing interest in worker well-being in a work-life which is experiencing fundamental transformations, this paper builds and tests a research model on the role of psychological capital (PsyCap) in three different forms of engagement at work. Engagement at work has been identified as one of the most significant drivers of successful work performance.

Design/methodology/approach Using a quantitative research design, data were collected from 396 highly specialized knowledge workers through anonymous questionnaires. Research hypotheses were tested with linear models.

Findings Analysis results indicate that all three forms of engagement are affected by PsyCap which consists of self-efficacy, resilience, hope and optimism, but the effect of individual dimensions is not the same for different forms of engagement at work.

Practical implications It is argued that paying more attention to personal resources, such as the dimensions of PsyCap, and acknowledging diversity among individual workers offer possibilities for increasing employee performance. HR personnel can benefit organizational performance by boosting different dimensions of employees’ PsyCap for different engagement purposes.

Originality/value This paper takes a wider perspective on engagement at work, arguing that also organization engagement and social engagement, together with work engagement, are important factors for employee well-being and performance in work society.