The Role of Psychological Capital in OCB

Oct 13, 2025 by talynt.org 6 views

The Effect of Psychological Capital on Organizational Citizenship Behavior (OCB) on Employees of PT. Bakrie Sumatera Plantations Tbk (BSP)

Introduction

The success of an organization is heavily dependent on the performance of its employees. Employees are not only expected to carry out their established tasks (in-role), but are also expected to do more than what is listed in their job description (extra-roles). This additional behavior is known as Organizational Citizenship Behavior (OCB). OCB reflects the positive attitude of employees towards the organization, and is often a determining factor in achieving a common goal. In this context, understanding the factors that influence OCB is crucial for organizations to improve their performance and achieve their objectives.

The Concept of Organizational Citizenship Behavior (OCB)

Organizational Citizenship Behavior (OCB) is a concept that was first introduced by Organ in 1988. It refers to the behavior of employees that goes beyond their formal job requirements and contributes to the well-being of the organization. OCB is often characterized by behaviors such as helping colleagues, volunteering for extra tasks, and maintaining a positive attitude towards the organization. These behaviors are not only beneficial to the organization but also contribute to the overall job satisfaction and engagement of employees.

The Role of Psychological Capital in OCB

Psychological capital is a positive psychological condition that includes four main components: self-efficacy, expectations, optimism, and resilience. Each of these components plays an important role in shaping employee attitudes and behavior. For example, employees with high self-efficacy tend to believe in their ability to complete tasks well, while optimistic employees are more likely to adapt and find solutions when facing challenges. Research has shown that psychological capital is a key predictor of OCB, and that employees with high levels of psychological capital are more likely to exhibit OCB behaviors.

The Research Methodology

The research conducted at PT. Bakrie Sumatera Plantations Tbk (BSP) used a quantitative approach, involving 332 BSP employees as research subjects. The measuring instrument used included the OCB scale and the psychological capital scale. The data obtained was then analyzed using a simple regression method. The results of the study showed that there was a significant positive influence between psychological capital and OCB in BSP employees. This means that the higher the psychological capital possessed by employees, the higher the frequency of OCB behavior they show.

The Importance of Psychological Capital in the Context of OCB

The importance of psychological capital in the context of OCB cannot be overstated. Organizations that are able to create a work environment that supports the development of psychological capital of employees have the potential to improve collective performance. This can be done through training programs, good managerial support, and providing space for employees to share experiences and learn from one another. By understanding the positive effects of psychological capital on OCB, organizations such as PT. Bakrie Sumatera Plantations Tbk can be more focused on human resource development strategies.

Implications of the Study

The findings of this study have several implications for organizations. Firstly, it highlights the importance of psychological capital in predicting OCB. Organizations that are able to create a work environment that supports the development of psychological capital of employees are more likely to see improvements in OCB. Secondly, it suggests that organizations should focus on developing the psychological capital of their employees through training programs, good managerial support, and providing space for employees to share experiences and learn from one another. Finally, it suggests that organizations should prioritize the development of psychological capital as a key strategy for improving employee performance and commitment.

Conclusion

In conclusion, the study found that there was a significant positive influence between psychological capital and OCB in BSP employees. This means that the higher the psychological capital possessed by employees, the higher the frequency of OCB behavior they show. The study highlights the importance of psychological capital in predicting OCB and suggests that organizations should focus on developing the psychological capital of their employees through training programs, good managerial support, and providing space for employees to share experiences and learn from one another. By understanding the positive effects of psychological capital on OCB, organizations can be more focused on human resource development strategies and improve their overall performance.

Recommendations

Based on the findings of this study, the following recommendations are made:

Organizations should prioritize the development of psychological capital as a key strategy for improving employee performance and commitment.
Organizations should focus on creating a work environment that supports the development of psychological capital of employees through training programs, good managerial support, and providing space for employees to share experiences and learn from one another.
Organizations should measure the level of psychological capital of their employees and use this information to inform their human resource development strategies.
Organizations should provide opportunities for employees to develop their psychological capital through training programs, mentorship, and coaching.

Limitations of the Study

The study has several limitations. Firstly, the study was conducted in a single organization, and the findings may not be generalizable to other organizations. Secondly, the study used a quantitative approach, and the results may not capture the nuances of the relationship between psychological capital and OCB. Finally, the study did not control for other variables that may influence the relationship between psychological capital and OCB.

Future Research Directions

Future research should aim to replicate the study in other organizations and settings to increase the generalizability of the findings. Additionally, future research should use a mixed-methods approach to capture the nuances of the relationship between psychological capital and OCB. Finally, future research should explore the mediating and moderating variables that influence the relationship between psychological capital and OCB.

References

Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of Management, 33(5), 699-708.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(3), 181-196.
Frequently Asked Questions (FAQs) about the Effect of Psychological Capital on Organizational Citizenship Behavior (OCB)

Q: What is Organizational Citizenship Behavior (OCB)?

A: Organizational Citizenship Behavior (OCB) refers to the behavior of employees that goes beyond their formal job requirements and contributes to the well-being of the organization. OCB is often characterized by behaviors such as helping colleagues, volunteering for extra tasks, and maintaining a positive attitude towards the organization.

Q: What is Psychological Capital?

A: Psychological capital is a positive psychological condition that includes four main components: self-efficacy, expectations, optimism, and resilience. Each of these components plays an important role in shaping employee attitudes and behavior.

Q: How does Psychological Capital affect OCB?

A: Research has shown that psychological capital is a key predictor of OCB. Employees with high levels of psychological capital are more likely to exhibit OCB behaviors. This means that the higher the psychological capital possessed by employees, the higher the frequency of OCB behavior they show.

Q: What are the benefits of developing Psychological Capital in employees?

A: Developing psychological capital in employees can have several benefits, including:

Improved job satisfaction and engagement
Increased productivity and performance
Better teamwork and collaboration
Improved employee well-being and mental health
Increased organizational commitment and loyalty

Q: How can organizations develop Psychological Capital in employees?

A: Organizations can develop psychological capital in employees through various strategies, including:

Training programs that focus on building self-efficacy, expectations, optimism, and resilience
Providing opportunities for employees to develop their skills and abilities
Encouraging a positive and supportive work culture
Providing feedback and recognition to employees
Encouraging employee participation and involvement in decision-making

Q: What are the limitations of the study?

A: The study has several limitations, including:

The study was conducted in a single organization, and the findings may not be generalizable to other organizations
The study used a quantitative approach, and the results may not capture the nuances of the relationship between psychological capital and OCB
The study did not control for other variables that may influence the relationship between psychological capital and OCB

Q: What are the implications of the study for organizations?

A: The study has several implications for organizations, including:

Organizations should prioritize the development of psychological capital as a key strategy for improving employee performance and commitment
Organizations should focus on creating a work environment that supports the development of psychological capital of employees
Organizations should measure the level of psychological capital of their employees and use this information to inform their human resource development strategies

Q: What are the future research directions?

A: Future research should aim to replicate the study in other organizations and settings to increase the generalizability of the findings. Additionally, future research should use a mixed-methods approach to capture the nuances of the relationship between psychological capital and OCB. Finally, future research should explore the mediating and moderating variables that influence the relationship between psychological capital and OCB.

Q: What are the practical applications of the study?

A: The study has several practical applications, including:

Organizations can use the findings of the study to develop strategies for improving employee performance and commitment
Organizations can use the study to identify areas for improvement in their human resource development strategies
Organizations can use the study to develop a more positive and supportive work culture

Q: What are the theoretical implications of the study?

A: The study has several theoretical implications, including:

The study provides further evidence for the importance of psychological capital in predicting OCB
The study highlights the need for organizations to prioritize the development of psychological capital in employees
The study provides a framework for understanding the relationship between psychological capital and OCB.