Psychological Resilience and Organizational Commitment: Mediating Role of Job Satisfaction

This study examined the relationship between psychological resilience, job satisfaction, and organizational commitment. The study, which was conducted with the relational survey model, included 204 women and 176 men, 380 people in total (M-age=37,87 +/- 7,88), working in the Directorate of Youth and Sports. Participants completed the personal information form, Commitment Scale (OCS). After data collection, the basic assumptions of parametric tests were tested, and a model was created to examine the relationship between PSS, JSS, and OCS. The causal relationship between the latent variables was analyzed using a structural equation model (SEM). SEM results showed that psychological resilience had direct positive significant effects on job satisfaction (beta(PSO-ITO)=0,22; p<.01) and organizational commitment (beta PSO-ITO=0,17; p<.01), and job satisfaction had direct positive significant effect on organizational commitment (beta(ITO-ITO)=0,48; p<.01). Simultaneously, job satisfaction had an indirect effect on the relationship between psychological resilience and organizational commitment (beta(PSO-ITO-OCB)=0,10; p<.01). According to the results of the current research, psychological resilience and job satisfaction have a direct effect on organizational commitment, and job satisfaction has an indirect effect by assuming a partial mediating role in the relationship between psychological resilience and organizational commitment. Therefore, it may be possible to change attitudes towards the organization and accordingly increase organizational commitment levels by increasing the levels of psychological resilience and job satisfaction of individuals.