The Impact of Knowledge Employees’ Psychological Capital on Their Organizational Employees’ Behaviors: The Relationship Among Human Resource Flexible Management, Psychological Capital and Job Performance

Zhuoran Li, Zhenfeng Ge

Abstract


Human resource flexibility management, psychological capital and job performance are the core of organizational management. From the existing research, psychological capital as an intermediary variable, and specifically for China's employees as the sample of research less. In this paper, human resource flexibility management, job performance and psychological capital are taken as research variables. A correlation analysis and regression analysis were conducted on the work behaviors of employees. The results are as follows: first of all, human resource flexibility management has a significant effect on psychological capital. Function elasticity, salary elasticity and working hour elasticity are positively related to psychological capital. Secondly, among the direct effects of psychological capital on job performance, self-efficacy, hope, resilience and optimism all have significant positive effects on task performance. Self-efficacy, hope, resilience and optimism all have significant positive effects on Contextual performance. Finally, in the regulatory effect, psychological capital plays an intermediary role between human resource flexibility and job performance.


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DOI: https://doi.org/10.5296/jsr.v11i2.17466

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