Roslyn de Braine, Nelesh Dhanpat, Linda Van Rensburg
Abstract
Contemporary workplaces increasingly recognise the importance of employee well-being and identity formation in driving performance and retention. Whilst job resources and work identity relationships are theoretically established, the underlying psychological mechanisms facilitating these relationships remain inadequately understood. This study examined the mediating role of psychological capital in the relationship between job resources and work identity among South African employees. A quantitative cross-sectional survey design was employed with 224 employees from a clinical organisation. Participants completed validated instruments measuring job resources (growth opportunities, organisational support, advancement), psychological capital (hope, efficacy, resilience, optimism), and work identity. Data were analysed using SPSS and the PROCESS macro, with mediation analyses conducted using Baron and Kenny’s four-step approach. Correlation analyses revealed significant positive relationships between psychological capital, resources and work identity variables. Mediation analyses demonstrated that psychological capital completely mediated relationships between growth opportunities and work identity, and between composite job resources and work identity. Organisational support showed partial mediation through psychological capital, whilst advancement opportunities failed to demonstrate mediation due to non-significant relationships with psychological capital. Findings indicate that job resources influence work identity primarily through psychological capital development rather than direct pathways. Growth opportunities and organisational support effectively build psychological capital, which subsequently enhances work identity formation. The results suggest organisations should prioritise psychological capital interventions and supportive environments over traditional advancement-focused approaches to enhance employee identity and related outcomes.