Impact of Psychological Capital and Core Self-Evaluation on Organizational Commitment Among Doctors in Public Sector Hospitals of Khyber Pakhtunkhwa

Abstract

The present study investigated the impact of Psychological Capital and Core Self-Evaluation on Organizational Commitment among doctors in public sector hospitals of Khyber Pakhtunkhwa, Pakistan. A total of 260 questionnaires were floated among doctors who were being working in the leading public sector hospitals of Khyber Pakhtunkhwa. The final questionnaire used for data collection was a matrix instrument and included three different instruments i.e. 24 items Psychological Capital Questionnaire, 12 items Core Self-Evaluation Scale and 18 items Organizational Commitment Questionnaire in order to derive in-depth information about all the concerned variables of the study. The results revealed that both Psychological Capital and Core Self-Evaluation were significantly correlated with Organizational Commitment. The correlation values between psychological capital and organizational commitment is 0.843, whereas the correlation between core self-evaluation and organizational commitment is 0.897. A collection of three models were used in the study. The first model showed that there is a strong relationship between Psychological Capital and organizational Commitment with R-squared value of 0.711. With R-squared value of 0.805 the second model depicted that there is a strong influence of Core Self-Evaluation on Organizational Commitment. The final model gave a comprehensive result and represented a robust influence of both the Psychological Capital and Core Self-Evaluation on Organizational Commitment with R- square value of 0.897. The findings provide valuable evidence on redefining the whole process of recruitment specifically the contents to be included in the comprehensive recruitment and selection strategies that will lead to organizational commitment and reduced turn over intention. The study highlighted the factors to be addressed in the course of hiring the new graduates which may lead to enhanced retention and loyalty of the employees with their respective organizations. It also helps in the development and building of teams, by bringing forth the competencies required for being a team player. Based on the findings an organization can derive a conclusion whether to launch a training or development program.