Relationship Research About Psychological Capital, Job-related Well-being And Job Performance

This article is aimed at researching about how to develop the employees’ psychologycapital and how to strengthen the staff’s job-related well-being in order to improve their jobperformance. It uses the theoretical and empirical method based on employees who are in thesmall and medium-sized enterprises from the angle about the psychology capital andwork-related well-being to give us the relationship research and effect about the psychologycapital, work-related well-being and job performance. The research wants to explore themethod which to enhance the organizational performance and competitiveness.Under the background, thought of the study is as follow: understand, collect, concludeand summarize the shining point and find the shortcomings form the frontier and progress ofthe relevant theory according the literatures; on this basis, project the goal of the article andgive the frame and hypothesis model of this article; use the Liket Scale to designquestionnaire, pre-test in small scale, delete the inconformity item, then the resultquestionnaire as the formal one; verify the theoretical assumptions and models after a widerange of data collection among the small and medium-sized enterprises. The survey data,variables and hypothesis test models were analyzed with the method about CorrectedItem-Total Correlation, factor analysis, correlation analysis, regression analysis and structuralequation model test through SPSS13.0statistical software and AMOS7.0as analysis tool,then the final conclusion was found.In this paper, the specific study conclusions were here:(1) Enterprise staff job performance is significantly influenced by the psychologicalcapital. The regression analysis results show that all of the four dimensions of psychologicalcapital entered the egression equation. It means optimism, toughness, self-efficacy and hopecan predict work performance, including optimistic explanatory power of the best, followedby the toughness and hope, the last is the self-efficacy;(2) Job-related well-being has a significant positive effect on job performance. Theregression analysis results show that there are six dimensions have entered the regressionequation besides the work value dimension. It means the work value doesn’t have theexplanatory power to the work performance. In the six dimensions, the explanatory power ofdevelopment prospect was the best, the rest of the five dimensions are environment harness,self-acceptance, welfare treatment, autonomy and human relations from high to low in turn;(3) Psychological capital has significant positive influence on job happiness whichverifies the previous scholar’s study; (4) Based on Baron and Kenny mediating effect theory, this paper puts forward threehypotheses to validate happiness for work in the role of psychological capital and jobperformance relationship. Results shows that compared with directly affect model M1, theindirect influence model M3is the best. It indicates job-related well-being plays a partialintermediary role between psychological capital and job performance. That is to say, on onehand, psychological capital affect the work performance directly, on the other hand, itinfluences the job performance through the happiness. In the model of indirectly effect,among the effect on the job performance through job-related well-being, the effect oninterpersonal promotion is the strongest, followed by task performance; the last is the workdedication. But the job-related well-being effect the interpersonal facilitation, taskperformance and job dedication enhanced in turn.This article gives us a new method for enterprise managers to improve job performance,several aspects are followed:(1) from the perspective of psychological capital: the companiesmust focus on employees’ psychological resources in personnel selection; they should selectthe one with optimism, confidence, perseverance and positive mental attitude. On one hand,enterprise should choose the one who has one or more of the temperament. On the other hand,they should do a good job in training and developments. It will become the enterpriseintangible wealth after employees’ potential developed. In a word, it is to search and developthe employees’ positive energy;(2)from the job-related well-being, enterprise managersshould pay attention to employees’ work happiness, they should let the company become astaff home, build appropriate employees survival and develop environment for the staff, letthe employees have a sense of ownership; let the staff have a sense of security, belonging andhappiness, only in this way can they create wealth actively. That is to say, increase theemployees’ work performance through improving employees’ job-related well-being;(3) forbusinesses, task performance is probably the most important one; from the above conclusion,interpersonal promotion and job dedication will improve with task performance improvedfrom the angle of psychological capital and job-related well-being; enterprise managers onlyfully consider the feelings of employees and service the staff, then the staff will better servethe enterprise.