||According positive organizational behavior, psychological capital is a psychological resource and capacity that have been determined to best meet the high-risk and more stressful hospital workplace. The purpose of the study was to examine how positive organizational climate (safety, justice, and supportive climates) has an impact on the relationships between psychological capital and job-related variables (job performance, job satisfaction, and turnover) among hospital professionals. |
Eight hundred and twenty-three hospital professionals were recruited, including physicians, nurses, and administrative staff, etc., from medical center in southern Taiwan. The surveys were conducted during three time points two weeks apart. Participants were asked to answer the positive organizational climate questionnaire at time 1, psychological capital questionnaire at time 2, and job-related and demographic questions at time 3. The data of job performance were measured with objective performance ranking collected from human resource database.
Hierarchical linear model was used to examine the study hypotheses. The results showed that hospital employees' psychological capital had an significant influence on job performance, job satisfaction, and turnover. Moreover, psychological capital mediated the effects of positive organizational climate on job-related variables. For example, procedural justice climate had an significant influence on job performance, job satisfaction, and turnover through the effect of psychological capital. Organizational supportive climate only had an significant influence on turnover through psychological capital. Finally, The level of positive organizational climate had various influences on the relationships between psychological capital and job-related variables. For example, organizational safety climate moderated the effect of psychological capital on job performance and turnover. Distributive justice climate only moderated the relationship between psychological capital and job satisfaction.
The study found that psychological capital would play an important role in the field of hospital management, and suggested that supervisors should actively develop employees' psychological resources by establishing the sufficient and appropriate policies, rules, and practices to meet the criteria of safety, justice, and support.