POSİTİVE PSYCHOLOGİCAL CAPİTAL AND ORGANİZATİONAL COMMİTMENT İN ORGANİZATİONS: CONCEPTUAL STUDY

Abstract

Positive psychological capital is one of the most important concepts that is an integral part of positive organizational behavior and best reflects the characteristics of positive organizational behavior. In today's world of constant technological developments and intense competition, organizations must place greater importance on their most important asset, namely their human capital, or their employees, in order to continue their activities. While organizational commitment focuses on the behaviors and attitudes of organizational employees toward the organization as a whole, positive psychological capital concentrates on the practices that can be implemented to enhance the development and productivity of organizational employees.  Ensuring employee participation in organizational management processes, implementing effective personnel management, and granting employees the necessary authority over their work will enhance their commitment to the organization. This study examines the concepts of positive psychological capital and organizational commitment, as well as the literature on these concepts. The effects and outcomes of these two important concepts on each other are evaluated. The results indicate that employees with high levels of psychological capital are more likely to develop affective bonds with their organization, cope constructively with workplace stress, and demonstrate greater loyalty and adaptability. Furthermore, a psychologically enriched work environment contributes to the reduction of absenteeism, fosters innovation, and enhances alignment with institutional goals. The study also highlights the potential of structured training, mentoring, and feedback systems to reinforce PPC across diverse employee groups. The practical value of this article lies in its guidance for human resource professionals and organizational leaders aiming to build inclusive, psychologically safe, and performance-driven workplaces. By translating theoretical constructs into actionable frameworks, the article supports the development of evidence-based HR strategies focused on well-being and strategic commitment. This reinforces the idea that investing in employees’ psychological resources yields not only behavioral loyalty but also measurable performance outcomes and long-term organizational sustainability.