A Study of Relationships among Psychological Capital and Role-Based Performance: The Mediating Effect of Performance Feedback

• Main Authors: Huang,Chia-Ling, 黃佳鈴
• Other Authors: Hsu,I-Chieh
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/5fv238

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 105 === Abstract Enterprises today must face macro environment changes across the globe and problems relating to human resources management (HRM) within the organization. From increasing concerns about HRM in recent years, enterprises have discovered the importance of psychological capital to organizational competitive strength. This study aims to investigate the relevant effects of psychological capital on role-based performance, with the seeking performance feedback as the mediator. The four research objectives include: (1) Investigate the positive effects of psychological capital on role-based performance; (2) investigate the positive effects of psychological capital on the seeking performance feedback; (3) investigate the positive effects of performance feedback on role-based performance; and (4) investigate the mediating effect of the seeking performance feedback on psychological capital and role-based performance. A pairwise measurement was conducted on supervisors and their direct subordinates. A secondary measurement was conducted on one supervisor with several employees one month later. This study distributed 320 questionnaires and collected responses from 33 supervisors and 160 employees from eight companies. This study found that: (1) the effect of psychological capital on role-based performance is insignificant; (2) the effect of psychological capital on the seeking performance feedback is significant; (3) the effect of the seeking performance feedback on role-based performance is insignificant; and (4) the seeking performance feedback has a mediating effect on psychological capital and role-based performance. Keywords: Psychological capital, seeking performance feedback, role-based performance