Impact of Psychological Capital on Organizational Commitment and Turnover Intention: Evidence from Korean Flight Attendants
Abstract
Background: We analyzed the effects of psychological capital on organizational commitment and turnover intention among flight attendants at a Korean airline and the mediating effect of organizational commitment.
Methods: Data were collected through a 2022 survey of Korean flight attendants, yielding 297 responses. Model reliability and validity were assessed to confirm hypotheses.
Results: Hope had a significant negative effect on turnover intention P<0.05), whereas optimism and resilience did not have significant effects on turnover intention. Additionally, hope had a significant positive effect on normative and continuance commitment, unlike optimism and resilience, which did not have significant effects on normative commitment or continuance commitment. Both normative commitment and continuance commitment negatively influenced turnover intention. Organizational commitment mediated the relationship between psychological capital and turnover intention, reinforcing the positive impact of psychological capital on reducing turnover intention.
Conclusion: This study underscores the significance of psychological capital in shaping organizational commitment and reducing turnover intention among Korean flight attendants. Strengthening psychological capital and fostering organizational commitment can bolster airline stability, competitiveness, and service quality.
2. Tett RP, Meyer JP (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta‐analytic findings. Person-nel Psych, 46(2):259-293.
3. Aliyev R, Tunc E (2015). Self-efficacy in counseling: the role of organizational psychological capital, job satisfaction, and burnout. Proc-Soc Behav Sci, 190:97-105.
4. Zhang F, Liu Y, Wei T (2021). Psychological capital and job satisfaction among Chi-nese residents: a moderated mediation of organizational identification and in-come level. Frontiers Psych, 12:719230.
5. Chaudhary S, Chaudhari S (2015). Relation-ship between psychological capital, job satisfaction and turnover intention of bank employees. Indian J Health & Well-being, 6(8):816-819.
6. Avey JB, Luthans F, Jensen SM (2009). Psy-chological capital: a positive resource for combating employee stress and turnover. Human Res Manag, 48(5):677-693.
7. Chen W, Zhu X, Sun S, et al (2021). The impact of employees’ psychological capital on innovative work behavior: the chain mediating effect of knowledge donating and knowledge collecting. Frontiers Psych, 12:761399.
8. Gittell JH, Cameron K, Lim S, et al (2006). Relationships, layoffs, and organiza-tional resilience: airline industry re-sponses to September 11. J Applied Behav Sci, 42(3):300-329.
9. Serrano F, Kazda A (2020). The future of airports post COVID-19. J Air Transp Manag, 89:101900.
10. Luthans F, Youssef CM, Avolio BJ (2007). Psychological capital: developing the human competitive edge. Oxford Aca-demic, New York, USA.
11. Mowday RT, Steers RM, Porter LW (1979). The measurement of organizational commitment. J Vocational Behav, 14(2):224-247.
12. Cаmmаnn C, Fichman M, Jenkins D, et al (1979). The Michigan Organizational As-sessment Questionnaire. Unpublished Manuscript, University of Michigan, Ann Arbor, MI, USA.
13. Baron RM, Kenny DA (1986). The modera-tor–mediator variable distinction in so-cial psychological research: conceptual, strategic, and statistical considerations. J Pers Soc Psych, 51(6):1173-1182.
14. Abbas M, Raja U, Darr W, et al (2014). Combined effects of perceived politics and psychological capital on job satis-faction, turnover intentions, and per-formance. J Manag, 40(7):1813-1830.
15. Polizzi Filho A, Claro JA (2019). The im-pact of well-being at work and psycho-logical capital over the turnover inten-tion: a study of teachers. Revista de Ad-ministração Mackenzie, 20:eRAMG190064.
16. Gom D, Lew TY, Jiony MM, et al (2021). The role of transformational leadership and psychological capital in the hotel industry: a sustainable approach to re-ducing turnover intention. Sustainability, 13(19):10799.
17. Shah TA, Khattak MN, Zolin R, et al (2019). Psychological empowerment and em-ployee attitudinal outcomes: the pivotal role of psychological capital. Manag Res Rev, 42(7):797-817.
18. Nguyen HM, Ngo TT (2020). Psychological capital, organizational commitment and job performance: a case in Vietnam. J Asian Financ, Econ and Bus, 7(5):269-278.
19. Kim MC, Dong HL (2020). A study on the effects of positive psychological capital and social support on organizational commitment and turnover intention: comparative analysis of north Korean refugee workers and south Korean workers. Asia-Pacific J Bus Venturing En-trep, 15(3):191-206.
20. Pathak D, Srivastava S (2017). What makes employees stay? Role of psychological empowerment in organizational com-mitment-turnover intentions relation-ship: a study on Indian managers. Int J Indian Culture and Bus Manag, 14(2):180-197.
21. Suganda UK (2022). Reducing turnover in-tention: the mediating role of work-life balance and organizational commit-ment. Int J Bus Ecosystem & Strategy, 4(3):1-12.
22. Meyer JP, Stanley DJ, Herscovitch L, et al (2002). Affective, continuance, and nor-mative commitment to the organization: a meta-analysis of antecedents, corre-lates, and consequences. J Vocational Be-hav, 61(1):20-52.
23. Sen C, Mert IS, Aydin O (2017). The effects of positive psychological capital on employee’s job satisfaction, organiza-tional commitment, and ability coping with stress. J Acad Res Econ, 9(2):164-184.
| Files | ||
| Issue | Vol 53 No 7 (2024) | |
| Section | Original Article(s) | |
| DOI | https://doi.org/10.18502/ijph.v53i7.16052 | |
| Keywords | ||
| Flight attendant Korean airlines Organizational commitment Psychological capital Turnover intention | ||
| Rights and permissions | |
|
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
