Social and psychological capital’s impact on employee performance at Kerman university of medical sciences
Abstract Background The main goal of medical universities is to improve organizational performance and achieve development and excellence. This study investigated the relationship of social and psychological capital with organizational performance at Kerman University of Medical Sciences, examining...
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| Format: | Article |
| Language: | English |
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Springer
2025-07-01
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| Series: | Discover Psychology |
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| Online Access: | https://doi.org/10.1007/s44202-025-00377-w |
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| author | Saeed Rajabi Masoumeh Hasanzadehtabrizi |
| author_facet | Saeed Rajabi Masoumeh Hasanzadehtabrizi |
| author_sort | Saeed Rajabi |
| collection | DOAJ |
| description | Abstract Background The main goal of medical universities is to improve organizational performance and achieve development and excellence. This study investigated the relationship of social and psychological capital with organizational performance at Kerman University of Medical Sciences, examining how these forms of capital influence institutional effectiveness. Methods This descriptive-analytical cross-sectional study included 280 staff members selected through multi-stage random cluster sampling from clinical (42.9%), administrative (32.1%), and research (25.0%) departments. Data were collected using standardized questionnaires measuring psychological capital, social capital, and organizational performance and analyzed via structural equation modeling to test direct and indirect effects. Results Psychological capital showed significant direct effects on both organizational performance (β = 0.35, p < 0.001) and social capital (β = 0.43, p < 0.001). Social capital directly affected performance (β = 0.38, p < 0.001). Additionally, psychological capital indirectly affected performance through social capital (β = 0.16, p = 0.012). The structural model showed acceptable fit (χ²/df = 2.84, CFI = 0.90, RMSEA = 0.067), with self-efficacy (r = 0.45) and trust (r = 0.48) emerging as the strongest correlates of performance. Conclusion Both psychological and social capital contribute meaningfully to organizational performance, with psychological capital working directly and through social capital development. These findings suggest implementing integrated approaches to organizational development while maintaining realistic expectations about their impacts. |
| format | Article |
| id | doaj-art-68b2dababa374715a50865f680bfad8d |
| institution | DOAJ |
| issn | 2731-4537 |
| language | English |
| publishDate | 2025-07-01 |
| publisher | Springer |
| record_format | Article |
| series | Discover Psychology |
| spelling | doaj-art-68b2dababa374715a50865f680bfad8d2025-08-20T03:03:45ZengSpringerDiscover Psychology2731-45372025-07-015111410.1007/s44202-025-00377-wSocial and psychological capital’s impact on employee performance at Kerman university of medical sciencesSaeed Rajabi0Masoumeh Hasanzadehtabrizi1Health Services Management Research center, Institute For Futures Studies In Health, Kerman University of medical ScincesHealth Services Management Research center, Institute For Futures Studies In Health, Kerman University of medical ScincesAbstract Background The main goal of medical universities is to improve organizational performance and achieve development and excellence. This study investigated the relationship of social and psychological capital with organizational performance at Kerman University of Medical Sciences, examining how these forms of capital influence institutional effectiveness. Methods This descriptive-analytical cross-sectional study included 280 staff members selected through multi-stage random cluster sampling from clinical (42.9%), administrative (32.1%), and research (25.0%) departments. Data were collected using standardized questionnaires measuring psychological capital, social capital, and organizational performance and analyzed via structural equation modeling to test direct and indirect effects. Results Psychological capital showed significant direct effects on both organizational performance (β = 0.35, p < 0.001) and social capital (β = 0.43, p < 0.001). Social capital directly affected performance (β = 0.38, p < 0.001). Additionally, psychological capital indirectly affected performance through social capital (β = 0.16, p = 0.012). The structural model showed acceptable fit (χ²/df = 2.84, CFI = 0.90, RMSEA = 0.067), with self-efficacy (r = 0.45) and trust (r = 0.48) emerging as the strongest correlates of performance. Conclusion Both psychological and social capital contribute meaningfully to organizational performance, with psychological capital working directly and through social capital development. These findings suggest implementing integrated approaches to organizational development while maintaining realistic expectations about their impacts.https://doi.org/10.1007/s44202-025-00377-wPsychological capitalSocial capitalOrganizational performanceMedical university |
| spellingShingle | Saeed Rajabi Masoumeh Hasanzadehtabrizi Social and psychological capital’s impact on employee performance at Kerman university of medical sciences Discover Psychology Psychological capital Social capital Organizational performance Medical university |
| title | Social and psychological capital’s impact on employee performance at Kerman university of medical sciences |
| title_full | Social and psychological capital’s impact on employee performance at Kerman university of medical sciences |
| title_fullStr | Social and psychological capital’s impact on employee performance at Kerman university of medical sciences |
| title_full_unstemmed | Social and psychological capital’s impact on employee performance at Kerman university of medical sciences |
| title_short | Social and psychological capital’s impact on employee performance at Kerman university of medical sciences |
| title_sort | social and psychological capital s impact on employee performance at kerman university of medical sciences |
| topic | Psychological capital Social capital Organizational performance Medical university |
| url | https://doi.org/10.1007/s44202-025-00377-w |
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