A Study On The Relationship Of Psychological Capital, Organizational Identity, And Work Performance

Real estate is a highly integrated and associated industry. As a fundamental vectorof social production and life, as well as the source of the power of regional economicdevelopment, real estate industry not only directly improves the residential environmentand people’s living standards, but also affects a country’s industrialization andurbanization. However, the risk of macro-environment, global competition, andknowledge-based economy is threatening the real estate enterprises’ development,which has brought a great deal of negative emotions to knowledge workers. Theyfrequently resigned and showed higher liquidity. In order to retain these talents whichusually target the80%-90%technique and management, it becomes one of the must tostimulate the psychological capital of knowledge workers, as well as strengthen theirorganizational identity. Thus, real estate industry could gain a sustainable competitiveadvantage.In view of this, this study focuses on exploring the impact of psychological capitalon knowledge workers’ work performance on real estate enterprises, and the moderatingeffect of organizational identity in the process. According to the earlier investigation,employees, especially knowledge workers’ organizational identity level is much low,and the phenomenon of “brain drain” and “shortage of workers” is so serious. What’smore, managers do not focus on their psychological capital, which may have a positiveimpact on work performance. Therefore, this paper will study knowledge workers’ workperformance from the perspective of psychological capital, and moderating effect oforganizational identity. Eventually, a research model is established. In the model,independent variable is psychological capital, dependent variable is work performance,and taking organizational identity as moderator.Psychological Capital is an emerging research topic. It is rare that taking real estateenterprises as the example or combining psychological capital with work performanceof knowledge worker to explore. What’s more, it is also a new attempt that takingorganizational identity as moderator. This paper will not only help managerscomprehensively understand and correctly guide workers’ positive psychologicalcapacities, but also contribute to maximize organizational performance under theorganizational identification developing.This paper collects data through the method of questionnaire, and uses descriptivestatistical analysis, correlation analysis, reliability and validity test, factor analysis, regression analysis and one-way anova statistical analysis methods to deal with thequestionnaire data, these analyses lead to the following results:(1) In direct effect model, self-efficacy and optimism have positive effects onrelational performance. Further, the four scales (self-efficacy, hope, resilience andoptimism) showed a significant positive effect on task performance. Moreover,self-efficacy, hope and optimism have positive relationship with innovative performance.Finally, self-efficacy, resilience and optimism also have positive effects on learningperformance.(2) Moderating effect of organizational identity was also examined in the research.The results showed that, organizational identity plays a partial moderating role on therelationship between psychological capital and relational performance and innovationperformance. Compared to low organizational identity individuals, self-efficacy hasstronger effects on relational performance in high organizational identity group; whileself-efficacy, hope and optimism play significant roles in promoting innovativeperformance.(3) Demographic variables (age, educational background, work experience, currentposition) have significant difference on psychological capital of the knowledge workerson real estate enterprises; while sex and marital status have no significant effect on theirpsychological capital.Based on the conclusions above, this paper provides some suggestions forknowledge workers’ human resources management on real estate enterprises:Firstly, transform the pattern of recruitment. In other words, take the theory ofpsychological capital into the recruitment system in order to examine employees’psychological capital. Secondly, according to the development of strategic objectives(relationship-oriented, task-oriented, innovation-oriented, learning-oriented), selectivelydevelop four scales of psychological capital. Thirdly, improve the workers’organizational identity from the perspective of organizational characteristics andorganizational reputation or others. Fourthly, establish a good organizational culture.Managers should communicate with employees regularly or from time to time, in orderto understand their needs and the progress of work, and give them the encouragementand support at the appropriate time. Finally, provide more training and developingopportunities for staff. If conditions permit, knowledge workers may be arranged to goabroad for further study, which could strengthen their solidarity and responsibility.