1st Australian International Conference on Industrial Engineering and Operations Management

The Effect of Psychological Capital on Performance Through Work Capability and Soft Competence of Sub-District Employees in Jeneponto Regency

0 Paper Citations
Track: Decision Sciences

This study aims to determine and elaborate on how much influence psychological capital has on performance through the work capability and soft competence of sub-district employees in the Jeneponto Regency. This research was conducted in Jeneponto Regency, which lasted for approximately 2 (two) from October to November 2020. This study used a causal (causal) design with a quantitative approach. The population in this study were all sub-district employees in 3 sub-districts in Jeneponto Regency, namely Tamalatea Sub-district, West Bangkala, and Binamu in Jeneponto Regency as many as 150 employees. The sampling technique used saturated sampling, where all population members were used as research samples, namely 150 employees. Data collection techniques through observation, interviews, questionnaires, and documentation, while data analysis by path analysis. The results showed that psychological capital encourages sub-district employees in Jeneponto Regency to do something that is their hope continuously as the primary capital, which tends to be reactive. In this study, the effect with the highest value is shown in the influence of psychological capital on work capability and soft competence. Psychological capital as an asset owned by the Sub-district office in Jeneponto Regency, this asset must be fostered and maintained. The psychological capital of Sub-district employees in Jeneponto Regency has encouraged employee capabilities to be better. On the indirect effect of psychological capital on performance, work capability and soft competence become variables that can moderate the relationship of psychological capital on performance. This research contributes to the lack of research on psychological capital concerning employee performance and contributes to knowledge that employee performance is related to physical ability to work. More importantly, reactions can drive employee performance—emotions from within. This research is different from this research because it tries to separate psychological capital and soft competence by seeing psychological capital as an abstract mental reaction. In contrast, smooth competence is a reaction that is manifested in concrete actions.

Published in: 1st Australian International Conference on Industrial Engineering and Operations Management, Sydney, Australia

Publisher: IEOM Society International
Date of Conference: December 21-22, 2022

ISBN: 979-8-3507-0542-3
ISSN/E-ISSN: 2169-8767