The Moderating Role of Perceived Organizational Justice on the relation between Psychological Capital and Performance

Abstract

Purpose -The effects of the competitive conditions caused by globalization and the COVID 19 pandemic, which has emerged in recent years, on work-life have become undeniable. In this study, the moderator role of perceived organizational justice on the relationship between psychological capital and performance was investigated by taking into account these conditions. Generally, the positive effect of psychological capital, with its sub-dimensions of hope, optimism, self-efficacy, and psychological resilience, on employee performance, is reported in the literature; however, the possible moderator effect of organizational justice has been overlooked. In this context, to contribute to the current literature, this study aims to investigate the moderator effect of the perceived organizational justice based on the Ecological System Approach. Design/methodology/approach -The research was carried out with the participation of 180 employees working in different sectors in Turkey, and the data were collected online with the survey technique. The data analysis was carried out using the PLS-SEM method and the SmartPLS 3. 2. 9 statistical package software. Findings - According to the research findings, although a statistically significant and positive effect of self-efficacy and hope on performance, no significant effect of optimism and resilience on performance has been determined. Furthermore, the results show that only the interaction dimension of organizational justice has a moderation effect and moderates only the effect of self-efficacy on performance. Discussion - It has been determined that, in order for employees to be successful and show high performance, it is not enough for them to trust themselves, the attitudes and behaviors of the managers towards the employees should also be fair according to the Ecological System Approach.