The Study Of Relationship Between Psychological Capital And Employee Job Performance

With the growing competition of society, how to improve employee job performance and to enhance the competitiveness of enterprises has become the focus of management. Psychological capital theory expanded new ideas to enhance employee performance. In-depth study of the relationship between psychological capital and job performance has not only theoretical significance but also practical significance. Based on the review of psychological capital, job performance, and the relationship of psychological capital and job performance, within the framework of the theory of cognitive psychology, organizational identification has been introduced to explore the internal mechanism that how psychological capital affect job performance in this stuffy. At the same time, theoretical model is empirically researched by the questionnaire method and the survey data is analyzed using SPSS16.0and Amos16.0.First, the psychological capital has a positive impact on employee’s job performance. There are differences in the effects of each dimension of psychological capital on job performance. Efficacy has the most obvious positive impact on job performance. Resilience has more obvious positive impact on job performance. Hope has less positive impact on job performance. Optimism has minimum positive impact on job performance. Efficacy, hope and resilience have positive impacts on task performance. Efficacy, optimism and resilience have positive impacts on contextual performance.Second, psychological capital has a positive impact on organizational identification. Efficacy, optimism and resilience have positive impacts on organizational identification. Efficacy has the most obvious positive impact on organizational identification. Resilience has more obvious positive impact on organizational identification. Optimism has minimum positive impact on organizational identification.Third, organizational identification has a positive impact on job performance. Organizational identification has a positive impact on task performance and contextual performance. The organizational identification’s positive impact on task performance is greater than it’s positive impact on contextual performance.Fourth, the organizational identification plays a partial mediating effect between psychological capital and job performance. Organizational identification plays a partial mediating effect between psychological capital and task performance. Organizational identification plays a partial mediating effect between psychological capital and contextual performance. There are differences in mediating effects between the four dimensions of psychological capital and the two dimensions of job performance.