| Summary: | 碩士 === 國立新竹教育大學 === 人力資源發展研究所 === 102 === The competitive edge attributed with a company lies in its employees’ psychological capital. A positive psychological capital is the catalyst, within the psychological foundation, for individual growth and performance enhancement. Through its understanding of human state of mind, it is meant to boost employees’ work involvement and guide them to engage themselves with work in a positive state of being. As a result, team’s enthusiasm and bonding would be triggered to enhance the work performance, which eventually forms the company’s competitive advantages.
The target participants in this study were 8 R &; D employees in an IC company in Hsinchu. This study investigated the current condition of psychological capital and job involvement in this particular company, and further the correlation between these two areas with these employees. Mixed methods were employed, which were the quantitative analysis and the semi-structured interviews. Findings are as follows.
1.In terms of the effect of variables of personal attributes on psychological capital, gender was significantly correlated with the dimension of hope. The marital status also had significance on both self-efficacy and the dimension of hope. Age and total years of work were significantly correlated with the toughness, the dimension of hope and self-efficacy. Nevertheless, the rest of variables of personal attributes were not statistically significant.
2.Regarding the effect of variables of personal attributes on job involvement, types of work was significantly correlated with job involvement and its sub-categories, so was the education status with the dimension of focus. The rest of variables of personal attributes, however, were not statistically significant.
3.From the in-depth interviews, the following suggestions are provided to promote the positive psychological capital for the reinforcement of job involvement. First, organizations or companies should stress the importance of psychological capital on job involvement. Then, a precise company culture and vision should be established. Meanwhile, a comprehensive employer-employee relationship should be nurtured as well. Next, it helps to hire job seekers who match with the company culture. Finally, company executives are advised to strengthen their core management skills.
These suggestions above are expected to assist the target company of this study to effectively manage employees’ psychological capital to promote their job involvement and ultimately keep the company’s competitive edge.
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