Relationships between psychological capital, job satisfaction, and organizational commitment in the Saudi oil and petrochemical industries

Abstract

During the past decade, Saudi Arabia experienced a significant social, economic, and organizational change. The rapid economic growth created a need for seasoned management professionals and necessitated the development of human capital. Psychological capital, a newly developed construct by academics and practitioners, is defined as the extent to which an individual operates in a positive psychological state, and this state is characterized by high self-efficacy, optimism, hope, and resiliency. By measuring the positive psychological constructs, an organization can learn about employees’ positive psychological states and how training and support can promote positive psychological states. Improving the positive psychological capital can lead to better organizational commitment, favorable organizational citizenship behaviors, lower employee absenteeism, and higher job satisfaction. This quantitative study examined the relationship among psychological capital, job satisfaction, and organizational commitment through a sample of managers in the Saudi Arabian oil and petrochemical industries.

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