Mochammad Jodhy Julia Rachman, Hardani Widhiastuti, Erwin Erlangga, Nunik Kusnilawati

High Performance Work System dan Leader-Member Exchange Terhadap Psychological Capital di Moderasi oleh Psychological Wellbeing

Introduction

High performance work system dan leader-member exchange terhadap psychological capital di moderasi oleh psychological wellbeing. Teliti pengaruh High Performance Work System & Leader-Member Exchange terhadap Psychological Capital, dimoderasi oleh Psychological Wellbeing. Studi 74 responden mengungkap hubungan positif signifikan.

Abstract

This study aims to analyze the relationship between high performance work systems, leader-member exchange, psychological wellbeing and psychological capital. The number of samples taken as many as 74 respondents with purposive sampling technique. The validity of the sample was tested by loading factor and average variance extracted (AVE) while the reliability test used an internal consistency test based on Cronbach's Alpha and Composite Reliability. Validity test with loading factor and AVE value shows a valid value. The reliability tester with the internal consistency test has Cronbach's Alpha and Composite Reliability values that meet the criteria.The results showed that the high-performance work system had a positive and significant effect of 0.370 on psychological capital with a P value of 0.045. The leader-member exchange has a positive and significant effect of 0.225 on psychological capital with P-values of 0.037. Psychological well-being was significant as a moderating effect between high-performance work systems on psychological capital with a P-value of 0.028 and psychological well-being was significant as a moderating effect between leader-member exchange on psychological capital with a P-value of 0.006

Review

This study investigates the relationships between High Performance Work Systems (HPWS), Leader-Member Exchange (LMX), Psychological Wellbeing, and Psychological Capital. The research aims to understand how HPWS and LMX influence psychological capital, with psychological wellbeing hypothesized as a moderating variable. Employing a purposive sampling technique, the study collected data from 74 respondents. The methodology included rigorous validation and reliability tests, utilizing loading factors, Average Variance Extracted (AVE), Cronbach's Alpha, and Composite Reliability, all of which reportedly met established criteria, indicating a robust measurement model for the constructs. The findings presented are significant and contribute to the understanding of employee psychological resources within organizational contexts. The study successfully demonstrated that both high-performance work systems and leader-member exchange positively and significantly impact psychological capital. More importantly, it confirmed the crucial moderating role of psychological wellbeing. Specifically, psychological wellbeing was found to significantly moderate the relationship between HPWS and psychological capital, as well as between LMX and psychological capital, suggesting that an individual's wellbeing amplifies the positive effects of these organizational and relational factors on their psychological resources. The reported P-values for these effects underscore their statistical significance. While the study provides valuable insights, certain aspects warrant consideration. The sample size of 74 respondents is relatively small, which might limit the generalizability of the findings and the statistical power, particularly when examining moderation effects. Future research could benefit from employing larger and more diverse samples to enhance the external validity of these relationships across different industries and organizational settings. Nevertheless, this research makes a meaningful contribution by empirically validating the interplay of HPWS, LMX, and psychological wellbeing in fostering psychological capital, offering practical implications for organizations aiming to cultivate a resilient and engaged workforce.

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