Abstract
Drawing from Positive Organisational Behaviour theory, this research studies the interrelationships of psychological capital, burnout, and quality of work-life with the highlighted moderation of organisational and personal characteristics. The proposed research model on these interrelationships is verified with a sample of 302 employees in both Vietnamese public and private enterprises and the structural equation modeling (SEM) techniques. The results suggest that psychological capital is positively related to the quality of work-life and is negatively related to employees’ burnout. In contrast, burnout is negatively related to the quality of work-life. These results suggest the mediating effects of burnout in the relationship between psychological capital and quality of work-life. Additionally, findings show that organisational ownership characteristics moderate the impacts of psychological capital on burnout and those of burnout on employees’ quality of work-life as well. However, the moderating effects of demographic characteristics (age and gender) are insignificant. These findings provide several implications for managers to take the advantages of psychological capital in their recruiting, training, and career development programs for employees.
Highlights
In the 1990s, Vietnam started to build its economy after many years of war and post-war readjustment
This study focused on the individual-level of the positive organisational behaviour (POB) approach to analyse the interrelationships of psychological capital, burnout, and quality of work-life of employees in Vietnamese enterprises
Psychological capital, quality of work-life, and burnout were investigated in this study, and all of the constructs are second-order constructs
Summary
In the 1990s, Vietnam started to build its economy after many years of war and post-war readjustment. In the field of management, there is an imperative demand for exploring the mechanism by which the value of employees and employers can be harmonised and mutually beneficial for both sides of the relationship. Motivating by this demand, scholars have started to pay attention to the employees’ wellbeing as the direct results of employees’ activities in their workplace and private life. Previous researchers have shown that employees’ psychological capital and burnout are advocated to be the critical and direct influencers to this construct (Arandjelovic et al, 2010; Nguyen & Nguyen, 2012; Nguyen et al, 2014; Akar, 2018)
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