The effect of positive psychological capital on job performance: A study on hunting industry employees

In today's management approach, the place of people in the capital owned by organizations is increasing day by day. Because human capital is a type of capital that is very difficult to obtain and easily lost. In the early days of the industrial age, the perspective of employees has changed and has become a critical resource for gaining competitive advantage. These changes in business life are similar to the changes in psychology. The understanding of focusing on the treatment of psychological problems that people have experienced has shifted towards taking preventive measures. The perspective defined as positive psychology emerges as positive organizational behavior in organizations. Positive psychological capital, on the other hand, refers to focusing on positive and developable behaviors rather than focusing on the negative behavior of the members of the organization. Employees' performance is expected to increase with the positive effects of positive psychological capital. This study, which was carried out to question the positive effect of positive psychological capital on business performance, was carried out with 313 participants working in the hunting industry factories in Huğlu District of Beyşehir District of Konya. In order to measure the psychological capital of the employees, Luthans et al. (2007) and adapted to Turkish by Çetin and Basım (2012). The scale developed by Goodman and Syvantek (1999) and Jawahar and Carr (2007) and adapted to Turkish by Bağcı (2014) was used to measure the work performance of the employees. According to the research results, positive psychological capital affects job performance positively and significantly. It was concluded that positive sub-dimensions of positive psychological capital, psychological resilience, self-efficacy and optimism positively and significantly affect the task performance. It was concluded that hope, selfefficacy and optimism affect contextual performance positively and significantly from the job performance sub-dimensions, and psychological resilience does not significantly affect contextual performance.