Psychological capital, job demands and organisational commitment of employees in a call centre in Durban, South Africa
SA Journal of Human Resource Management
| Field | Value | |
| Title | Psychological capital, job demands and organisational commitment of employees in a call centre in Durban, South Africa | |
| Creator | Pillay, Kreshona Buitendach, Johanna H. Kanengoni, Herbert | |
| Description | Orientation: The South African call centre industry is growing as call centres are increasingly used as a means of service delivery to customers. Positive psychologists posit that psychological capital could lead to positive outcomes such as organisational commitment of call centre staff.Research purpose: This study investigated the relationship between psychological capital, job demands and organisational commitment and intended to determine whether psychological capital and job demands predict call centre employees’ organisational commitment.Motivation for the study: The study aimed to explore potential links between psychological capital, job demands and organisational commitment of call centre employees. It is premised on previous research that call centre job demands may be related to commitment to the organisation.Research approach, design and method: This cross-sectional study sampled 117 call centre employees from Durban, South Africa, and used a biographical questionnaire, psychological capital questionnaire, the job-demands-resources scale and the organisational commitment questionnaire to collect data.Main findings: Findings indicated a statistically significant relationship between psychological capital and work overload, as well as a practically and statistically significant relationship (medium effect) between psychological capital and continuance organisational commitment. The results showed that psychological capital has predictive value for continuance organisational commitment.Practical/managerial implications: Psychological capital has predictive value for continuance organisational commitment. Organisations can develop initiatives to enhance positive psychological states and address this relationship.Contribution: The findings could be beneficial to management and employees in considering ways to boost psychological capital in order to improve organisational commitment. | |
| Publisher | AOSIS | |
| Date | 2014-12-11 | |
| Identifier | 10.4102/sajhrm.v12i1.599 | |
| Source | SA Journal of Human Resource Management; Vol 12, No 1 (2014); 13 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajhrm.co.za/index.php/sajhrm/article/view/599/790
https://sajhrm.co.za/index.php/sajhrm/article/view/599/791
https://sajhrm.co.za/index.php/sajhrm/article/view/599/792
https://sajhrm.co.za/index.php/sajhrm/article/view/599/772
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