Examining the Impact of Psychological Capital on Job Performance and Employees' Innovative Behavior

Abstract

Psychological capital is recognized as a key component in enhancing job performance and employees' innovative behavior. This study explores the impact of psychological capital dimensions—including hope, resilience, optimism, and self-efficacy—on job performance and innovation tendencies in workplace environments. Using a mixed-methods approach, this research combines qualitative analysis of interviews with HR managers and quantitative data collection through standardized surveys among employees across various organizations. The findings indicate that high psychological capital is associated with increased motivation, reduced job stress, and improved workplace interactions, positively influencing employees' inclination to propose innovative solutions. The study provides recommendations for enhancing psychological capital in organizational settings.