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THE INFLUENCE OF PSYCHOLOGICAL CAPITAL ON WORKPLACE WELLBEING AND EMPLOYEE ENGAGEMENT AMONG SAUDI WORKFORCE

Purpose of the study: The purpose of the study is to find out the complex relationship between psychological capital (PsyCap), workplace wellbeing (WWB), and employee engagement (E.E.) among the working class of Saudi Arabia. Methodology: The study which used a cross-sectional quantitative research design made use of three structured, validated questionnaires to collect the required data. Data were randomly collected online from a sample of 395 respondents. The respondents belonged to varying demographics. The data so collected was analyzed using Structural Equation Modeling (SEM) with the help of the Python program. Main Findings: The study has found a significant positive relationship between the three constructs of Psychological capital (PsyCap), workplace wellbeing (WWB), and employee engagement (E.E.)in the workplace. A similar significant relationship was also observed between workplace wellbeing and employee engagement. Applications of this study: The constructs identified for the study are those that help organizations to elicit effective performance from their employees. In the present uncertain world, only a band of engaged, happy, and psychologically strong employees will be capable of facing the multiple challenges of the corporate world. The findings of the study provide directions in this regard to social scientists and researchers. Novelty/Originality of this study: Though studies have been conducted in the western world about the antecedents and consequences of Psychological Capital (PsyCap), only limited studies have been done in Saudi Arabia and its neighbouring countries. The study has succeeded in enriching social science literature in this regard. There is ample scope for further research in this regard by including certain other constructs.


INTRODUCTION
Positive organizational behavior (POB), which originated over a decade back strives to understand workplace attitudes and behaviors through a positive lens (Bakker and Schaufeli, 2008). Ample empirical evidence exists to suggest that psychologically positive employees can overcome any form of challenges (Gupta and Shaheen, 2018). According to Luthans (Luthans, Norman, Avolio, and Avey2008a; Luthans, Youssef, Sweetman, and Harms, 2013), individuals who are capable psychologically have high levels of psychological capital (PsyCap). PsyCap, one of the core constructs in POB, has been identified as capable of enhancing organizational commitment, organizational citizenship behavior, and engagement; reduce absenteeism and turnover intentions; and bring in better work performances (Al-Kahtani, Sulphey, Delany, and Adow, 2020; Avey, Luthans, and Jensen, 2009; Avey, Luthans, Smith, and Palmer, 2010; Luthans, Youssef, and Avolio, 2007a; Walumbwa et al., 2010). PsyCap also enables employees to cope with all forms of life pressures and help in dedicating their energies towards their work roles (Nguyen and Nguyen, 2012). It is defined by Luthans et al (2007a, p. 3) as: "An individual's positive psychological state of development that is characterized by: having confidence (self-efficacy) to take on and put in the necessary effort to succeed at challenging tasks; making a positive attribution (optimism) about succeeding now and in the future; persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and when beset by problems and adversity, sustaining and bouncing back and even beyond (resilience) to attain success." Evidence suggests that being a higher-order concept that combines multiple concepts, PsyCap is capable of positively influencing the work and life outcomes of employees (Choi and Lee, 2014). Wright (2003) believes that PsyCap is not merely a functional variable that enhances performance, but is broad enough to be an indispensable psychological capacity essential for human life. Luthans, Luthans, and Palmer, (2016) identify the concept as a personal resource that helps employees to be "positive, confident, hopeful, optimistic, and resilient at the workplace".
Literature about PsyCap is still evolving, and there is a definite need to further examine its unique effects on the employees across different cultures. The fecundity of the concept of PsyCap suggests that it can contribute more to Social Sciences literature than what has been contributed so far. Literature can be further enriched, and human knowledge widened by exploring the nature and functions of PsyCap by including its diverse range of outcomes. The other constructs that are considered for the present study are workplace wellbeing (WWB) and employee engagement (E.E.).
Work and life happiness are vital components that ensure the psychological and psychical health of employees (Diener, 2000). It helps in solving problems associated with intra and interpersonal relationships, task competence and accomplishment, etc. (Lyubomirsky, King, and Diener, 2005) There are multiple components that impact the health, workplace behavior, and performance of employees. Indicators exist to understand the relationship between WWB from the perspective of PsyCap. According to Kun and Gadanecz (2019), PsyCap has the quality of malleability, and is hence open to further development. This, according to Avey et al., (2010) opens up multiple opportunities for leaders in organizations to enhance WWB. This is inferred from the aspect that identifying and promoting inner resources and strengths of individuals will facilitate the improvement of the overall wellbeing and happiness. Kun and Gadanecz (2019) investigated the relationship between PsyCap, workplace happiness, and WWB and found the relationship between them.
The present study attempts to find out the relationship that PsyCap, WWB, and employee engagement (E.E.) in the Saudi context. The paper is divided into the following sections. The first section reviews the relevant literature about PsyCap, WWB, and E.E.; followed by a brief presentation of the methods adopted for the study. The next section provides the results of the data collected. The last section consists of implications, limitations, and suggestions for further research.

LITERATURE REVIEW
This section reviews the related literature about Psychological Capital( PsyCap), Wellbeing (WWB), and Employee Engagement (E.E.).

PsyCap
PsyCap is a "higher-order construct", that goes beyond human and social capital. It is defined as "positive appraisal of circumstances and probability for success based on motivated effort and perseverance" (Luthans, Avolio, Avey and Norman, 2007, p. 550). It is also "an individual's positive psychological state of development" (Luthans, Luthans, and Avey, 2014). Empirical studies show that PsyCap is having a significant and enduring influence on employees and their attitude towards work environments (Gibson and Hicks, 2018; Grover, Teo, Pick, Roche, and Newton, 2018; Kun and Gadanecz, 2019). It has the capability to reduce burnout (Vîrgă et al., 2020), enhance wellbeing, and resultant performance (Imran and Shahanawaz, 2020). Related to the "best self", PsyCap comprises of four componentshope, efficacy, Optimism, and Resilience (Luthans and Youssef, 2004). According to Stajkovic (2006Stajkovic ( , p. 1212), these four components overlap, and they "share a common confidence core that exists at a higher level of abstraction".
It is imperative to have a short discussion about the four components. Hope, according to Snyder, Irving, and Anderson (1991, p. 287) is the "positive motivational state that is based on an interactively derived sense of successful (a) agency (goal-directed energy) and (b) pathways (planning to meet goals)." Efficacy is "the employee's conviction or confidence about his or her abilities to mobilize the motivation, cognitive resources, or courses of action needed to successfully execute a specific task within a given context." (Stajkovic and Luthans, 1998, p. 66). Luthans (2002) identified Optimism as "a positive outcome outlook or attribution of events, which includes positive emotions and motivation and has the caveat of being realistic". Resiliency is the "positive psychological capacity to rebound, to 'bounce back' from adversity, uncertainty, conflict, failure, or even positive change, progress, and increased responsibility" (Luthans, 2002, p. 702).
The biggest strength of PsyCap, according to Luthans & Youssef (2004), is that it is capable of being developed and managed. It is a "psychological resource" that has the scope for being objectively assessed and can secure improved performance at the workplace through positive cognition and motivational processes (Luthans et al., 2007a). PsyCap is the "positive appraisal of circumstances and probability for success based on motivated effort and perseverance" (Luthans et al., 2007a, p.550). Employees having high levels of PsyCap, according to Luthans et al., (2016), are capable of exercising better control over their work-related outcomes. This is made possible since they are effectual and are persistent in their goals.

WWB
The wellbeing and happiness at the workplace can be highly beneficial for organizations ( Rivaldi and Sadeli (2020) found PsyCap to mediate turnover intentions through engagement and WWB. The focus of most of these studies, however, were on subjective wellbeing. Al-Kahtani, Sulphey, Delany, and Adow (2020) proposed that PsyCap has a "yin and yang" relationship with WWB. However, this was only a theoretical proposition and was not tested empirically. Only a few studies have attempted to focus on the relationship with WWB.
Based on the above literature, the first hypothesis is set as under: H1: There is a positive relationship between PsyCap and Workplace wellbeing.

Engagement
E.E. is defined as the "positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption" (Schaufeli, Salanova, Gonzalez-Roma, and Bakker, 2002, p. 74). It is also defined as "a measure of the levels of vigor, dedication, and absorption in work among employees" (Bakker, 2011). It is associated with employee performance (Knight. Patterson, and Dawson, 2017). Engaged employees can achieve individual and organizational outcomes as are emotionally strong and have better wellbeing (Fredrickson, 2009).  Rivaldi and Sadeli (2020) found PsyCap to influence both E.E. and WWB. Grover, Teo, Pick, Roche, and Newton (2018) analyzed the influence of PsyCap on the outcomes related to wellbeing and engagement and found a positive relationship. A strong connection between wellbeing and WE have been observed by Bakker and Demerouti (2016). A different result was found by Schaufeli, Bakker, and Salanova (2006). They found engagement to be positively related to employee wellbeing. A few other studies, for instance, Brunetto, Teo, Shacklock, and Farr-Wharton, 2012; Judge and Watanabe, 1993; Wright and Cropanzano, 2000) found a positive association between employee wellbeing and engagement. Thus, the third hypothesis is formulated as under: H3: There is a positive relationship between Workplace wellbeing and Employee engagement.
As can be seen from the review of literature that most of the studies have been undertaken in the western world. The significance of the present study is that it is undertaken in Saudi Arabia. The country has a unique culture; which is based in Islamic, Arab, and tribal systems (Razzak, 2016; Sulphey and Al-Kahtani, 2018). These systems are having a profound impact on members of the society. These systems also have major impacts at workplaces, too (Al-Shehery et al., 2006; Faridi and Sulphey, 2019). Irrespective of the social standing of any individual, family bonds enjoy significantly higher value, and self-interests are subsidiary to family-interests (Kabasakal and Bodur, 2002). Members of Saudi society are found to share a number of common attributes, cultural habits, and traditions. Additionally, there exist ultra-conservatism and collectivist values in the society with leaders having a strong paternalistic culture (Razzak, 2016). These aspects do have a profound influence and impact on the workplace environment, including WWB and PsyCap. Further, no earlier study has attempted to examine the relationship between the concepts as envisaged here. As such, it is expected that the findings of the study would be a significant contribution to social sciences literature.

METHODOLOGY
Since the study was envisioned to answer certain explicit research questions, the authors used a type of cross-sectional quantitative research design. This design is ideal for addressing the hypotheses that were formulated for the study.

Data collecting instruments
The data for the present study was collected from gainfully employed samples from Saudi Arabia, using the following three structured questionnaires. The alphas of all the tools used for the study meets the liberal stipulation of Lyberg et al. (1997) as well as the conservative stipulation of Nunnally and Bernsteain (1994).
In addition to the three scales, there was a separate section that solicited the demographics particulars of the respondents like age, gender, experience, etc. The questionnaires were translated into Arabic using the back-translation method (Brislin, 1980). The first author translated the original items from English to Arabic. The fourth author translated the Arabic version back to English. The final translations were compared with the original versions and discrepancies resolved. The questionnaires were then prepared in Google docs, and its link was posted on various social media groups, the membership of which was limited to employees of Saudi Arabia. 395 responses were received in three months. Since all the items were made compulsory on the Google docs, there was no missing information. As such, all the 395 responses were ideal to be used for analysis.
Adequacy of the sample can be assumed as evidence suggest that 384 would be a representative sample for a population of one million (Krejcie and Morgan, 1970, Bartlett, Kotrlik, and Higgins, 2001). They opined that as the population increase, the "sample size increases at a diminishing rate and remains eventually constant at slightly more than 380 cases". Suskie (1996) believes that for a sampling error of 5%, a sample size of 364 is sufficient. Simon and Goes (2013) identified this as the "golden standard", which has been accepted in multiple instances. The adequacy of the sample was also assessed through assessing the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy (Kaiser 1970

Measurement of reliability and validity
The reliability and validity were examined using confirmatory factor analysis (CFA) as proposed by (Byrne, 2013). The initial CFA model is presented in the following sections.

Confirmatory factor analyses
The nature of the different constructs used for the study was reflective. CFA was done to examine the factor structure of all the constructs -PsyCap, workplace wellbeing, and employee engagement. The CFA results show all the indexes are as per the rule of the thump. Is can thus be seen that the data fits perfectly ( Table 2).  Composite reliability (C.R.) is considered as a better reliability estimate than Cronbach Alpha. It helps in assessing the internal consistency of the variables studied (Fornell and Larcker, 1981 Table 3. The CFA model is presented in Figure 1.

Figure 1: CFA model
Discriminant validity deals with the uniqueness of a construct, and that it is in no way reprehensive of other constructs withing the given model (Hair et al., 2013). It is an indication that a particular construct is sharing more variance than with any other construct within the model (Hulland, 1999).
To assess the discriminant validity, a comparison is made between the square root of the AVE and the correlations of latent variables (Fornell & Larcker, 1981). To have discriminant validity, the squared root of AVE needs to higher than the highest correlation value of other constructs (Hair et al., 2013). The square roots of AVE coefficients are presented in the correlation matrix along the diagonal. Is can be observed from the matrix that no construct has an r value higher than 0.70 (Anderson and Gerbing, 1988). Further, all r values of the constructs are less than the square roots of AVE, as stipulated by Fornell and Larcker (1981). These results are in line with the rule of thumb, and hence evidencing discriminant validity (Fornell & Larcker, 1981;Hair et al., 2013). Further, all the Alpha values are well above the stipulated 0.70 (Nunnally and Bernsteain, 1994), thereby confirming reliability. Table 4 presents the convergent and discriminant validities and the reliabilities.

RESULTS/FINDINGS
The analyse of the data to test the tenability of the hypothesis was done using SEM. It was done using the package Semopy, in the Python platform (Igolkina & Meshcheryakov, 2020), to assess the relationship between the variables and test the hypothesis.

Structural Equation Modeling
The analysis was done using SEM as it is comprehensive, and tests the complete and simultaneous relationships in social sciences research (Tabachnick and Fidell, 2007). It also assesses the measurement and structural models for predictive validity (Becker et al., 2013). Further SEM is also helpful in testing theories that involve multiple equations for dependence relationships (Hair et al., 2010). Since the present study involves multiple variables, SEM is ideal for addressing the research questions framed for the study.

Path analysis
The estimated structure model arrived at based on the analysis is presented in Figure 2. It presents the inter-relationship between the constructs. The results of the SEM, and the path coefficients are presented in Table 4. The path analysis estimates the β coefficients of the independent variables on the dependent variables as well as the t-statistic. Sufficiently higher β values imply a strong effect of the independent variable on the dependent variables (Aibinu and Al-Lawati, 2010). The t-statistic tests the level of significance of β values, the path coefficients are considered to be significant at 1% if the t-value is greater than 2.58 (Hair et al., 2011).   The β for the constructs (PsyCap and Workplace wellbeing is 0.781, p < 0.005; PsyCap and employee engagement is 0.281, p < 0.001; and that of Workplace wellbeing and employee engagement is 0.811, p < 0.001. All these values indicate fairly good acceptable levels (Akter, D'Ambra, and Ray, 2011;Lleras, 2005;Lu, 2014). It is thus concluded that PsyCap has a significant positive relationship with workplace wellbeing and employee engagement. The same relationship is also observed between workplace wellbeing and employee engagement. As KSA has a unique and distinct culture, which is based on strong patriarchal and collectivist culture (Sulphey and Al-Kahtani, 2018; Sulphey and Salim, 2020), the interrelation between the constructs considered in the present study is highly relevant and is sure to be a novel addition to Social Sciences research. It has also identified the value and importance of PsyCap and its consequences in the unique Saudi context. To the best of the knowledge, this is one of the few studies undertaken in Saudi Arabia regarding the consequences of PsyCap.

DISCUSSION/ANALYSIS
The present study has contributed to the literature in multiple ways. It has succeeded in bringing PsyCap to a broader and comprehensive domain, thereby contributing to the knowledge about making life at the workplace more worthwhile, meaningful, and thriving. Of particular importance is the contribution of this study towards the external validity of PsyCap and its different functions. It has facilitated wider recognition of PsyCap as a novel approach that can aid management practices, as it has investigated the role of PsyCap in making the workplace more meaningful and Humanities & Social Sciences Reviews eISSN: 2395-6518, Vol 8, No 5, 2020, pp 233-245 https://doi.org/10.18510/hssr.2020.8522 enhancing the level of employee engagement. The study also extends the findings of Choi and Lee (2014) that developing PsyCap organizations could transform the work and workplace to a significant source of happiness, satisfaction, and overall wellbeing. In addition to this, the present study has found that the combined effect of PsyCap and WWB could lead to employee engagement.
The study has also highlighted its importance and applicability across various cultural milieus. In this regard, it is of high significance to note that the present study was conducted in Saudi Arabia, which has a unique cultural milieu. Further, though multiple studies have been conducted in the western world involving the constructs examined here, the present study is the first of its kind in Saudi Arabia, thus bridgind a major gap in the literature.
The finding that PsyCap has a relationship with WWB is in partial agreement with the study by Gupta and Shaheen (2018). However, this study was more about general wellbeing and not strictly about WWB. While earlier studies examined the role of PsyCap in a broader milieu (Choi and Lee, 2014), the present study is unique as it has focused its attention more specifically on workplace WWB and engagement in the Saudi context. This study has thus succeeded in demonstrating the hitherto unexplored unique relationship among PsyCap, WWB, and employee engagement in Saudi Arabia. For a better understanding, the major findings of the study are presented here:  PsyCap has a significant positive relationship with WWB,  PsyCap has a significant positive relationship with employee engagement, and  WWB has a significant positive relationship with employee engagement.
While the first relationship was significant at 0.05 level the other two were significant at 0.01 level.

IMPLICATIONS
PsyCap has been identified as a psychological resource that can be effectively developed with the help of short interventions (Luthans, et  This study provides ample practical implications and directions for leaders and organizations towards enhancing the engagement levels of employees. The study provided evidence to the effect that enhancing the physical and psychological wellbeing will have a positive and healthy impact on the engagement of employees. This, in turn, will help managers to make their organizations effective and productive constructively and healthily. Further, organizational leaders can play a significant role in developing a positive organizational climate, including PsyCap and WWB (Choi and Lee, 2014). Leadership programs can be realigned such that it can stimulate positive O.B. including PsyCap and psychological strengths of members. Now employee wellbeing is accorded top priority due to their long-term positive implications on physical and mental health, which in turn organizational effectiveness (Danna and Griffin, 1999). The findings of the study also lend support to this. The post-COVID-19 new normal has brought in such a situation that enhancing the physical and mental wellbeing of employees is of paramount importance since work and life are now increasingly becoming blurred or intertwined, and are reciprocal in their influence.

LIMITATION AND STUDY FORWARD
Various personality traits are likely to influence the variables examined in the study. Individuals could vary drastically in their personality ( This study was conducted in KSA and has contributed to the literature for the contextual applicably of PsyCap. However, the generalizability of the findings and their implications in other cultural settings need to be ascertained. There is ample scope for future researchers to replicate it in diverse cultures. It is expected that the present study will act as a trigger for further researches in this area.