Psychological Capital and Employee Well-Being: Job Satisfaction, Organizational Commitment, and Burnout
Öz
Purpose: The aim of this review study is to conceptually examine employee well-being within the framework of job satisfaction, organizational commitment, and burnout, and to evaluate the role of psychological capital (self-efficacy, hope, optimism, and resilience) in these processes. In today’s working life, increasing competition, uncertainty, and stress have made employees’ psychological resources as important as their physical resources. In this context, psychological capital is considered a strategic resource that supports individuals in coping with challenges encountered in working life.
Method: A narrative review design was employed. Searches were conducted in Google Scholar, Web of Science, and Scopus using the keywords “employee well-being,” “psychological capital,” “job satisfaction,” “organizational commitment,” and “burnout.” After screening, studies published between 1974 and 2025 were reviewed. Inclusion criteria were: peer-reviewed publication (article/book chapter), direct relevance to PsyCap and at least one outcome (job satisfaction, organizational commitment, burnout), and full-text access. Studies outside the scope, duplicate records, and non–full-text sources were excluded.
Results: The reviewed studies indicate that employees with higher levels of psychological capital tend to develop more positive work experiences. These positive experiences are associated with supportive effects on job satisfaction and organizational commitment, as well as a potential reducing effect on burnout. In particular, components such as hope, optimism, self-efficacy, and resilience are considered to enhance employees’ well-being by increasing their capacity to cope with stress.
Conclusion: Psychological capital emerges as a significant construct that should be taken into account at both individual and organizational levels in practices aimed at enhancing employee well-being. In this regard, organizations that structure employee support programs and human resources practices to foster psychological capital may contribute to strengthening job satisfaction and organizational commitment while reducing the risk of burnout.
Anahtar Kelimeler
Kaynakça
- Akçay, H. V. (2011). Pozitif psikolojik sermaye kavramı ve işletmelerde sürdürülebilir rekabet üstünlüğünü sağlamadaki rolü. Gazi Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 13(1), 73–98.
- Akduman, G., & Dündar, G. İ. (2017). Çalışan mutluluğunun işe ilişkin duyuşsal iyilik algısı ile ilişkisi ve kuşaklar arasındaki farklılıkların incelenmesi. Nişantaşı Üniversitesi Sosyal Bilimler Dergisi, 5(2), 29–49.
- Albayrak, H. M., & Tiyek, R. (2024). Eğitim sektöründe örgütsel iletişim ve iş tatmini ilişkisi. Uluslararası Bankacılık Ekonomi ve Yönetim Araştırmaları Dergisi, 7(1), 112–132. https://doi.org/10.52736/ubeyad.1482638
- Arıkan, A. N., & Akoğuz Yazıcı, N. (2022). Sporcuların Bağlılık Düzeylerinin İncelenmesi: Takım Sporları Üzerine Kesitsel Bir Analiz. Mediterranean Journal of Sport Science, 5(Özel Sayı 2), 738-748. https://doi.org/10.38021/asbid.1198835
- Arslan, Y., & Polat, S. (2017). Adaptation of Well-Being at Work Scale to Turkish. Educational Administration: Theory and Practice, 23(4), 603–622.
- Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
- Bandura, A. (1994). Self-efficacy. In V. S. Ramachandran (Ed.), Encyclopedia of human behavior (Vol. 4, pp. 71–81). Academic Press.
- Battal, F., & İbrahim, A. (2023). How does cynicism mediate spiritual leadership and organizational commitment? The case of Turkish and Indonesian universities. Ege Academic Review, 3(2), 315–330.
Ayrıntılar
Birincil Dil
İngilizce
Konular
Spor Faaliyetleri Yönetimi
Bölüm
Derleme
Yayımlanma Tarihi
27 Mayıs 2026
Gönderilme Tarihi
26 Ocak 2026
Kabul Tarihi
6 Mart 2026
Yayımlandığı Sayı
Yıl 2026 Cilt: 9 Sayı: 2026