The Relationship between Compassion Experienced by Social Workers and Job Performance: The Double Mediating Effect of Positive Psychological Capital and Affective Commitment
Sung-Hoon Ko1, In Ae Ryu2, *, Yongjun Choi3
Identifiers and Pagination:Year: 2022
E-location ID: e187435012204140
Publisher ID: e187435012204140
Article History:Received Date: 2/8/2021
Revision Received Date: 23/11/2021
Acceptance Date: 15/12/2021
Electronic publication date: 21/06/2022
Collection year: 2022
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: https://creativecommons.org/licenses/by/4.0/legalcode. This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Compassion at work is integral for employees experiencing suffering in a wide range of contexts. Especially, it could be more critical for social workers who have relatively high levels of emotional demands. Thus, this current study aims to explore the mechanisms through how the experiences of compassion at work enhance social workers’ job performance.
The participants were 356 social workers in South Korea. This study used a cross-sectional research design along with a self-report survey. Path analyses were used to test our hypotheses.
Compassion was positively related to positive psychological capital, and positive psychological capital was also positively related to affective commitment and job performance. In addition, we found that effective commitment was positively related to job performance. Accordingly, positive psychological capital mediated the positive relationships between compassion and affective commitment as well as compassion and job performance. Furthermore, the serial multiple mediation effect of positive psychological capital and affective commitment on the relationship between compassion and job performance was significant.
Our findings suggest that social workers engaged in social welfare facilities build positive psychological capital through compassion and make an affective commitment to their work, eventually improving their job performance. Our findings provide practical insights for organizations, especially social welfare organizations, by shedding light on the importance of spreading an empathetic and positive organizational culture in enhancing social workers’ job performance.