The relationship between organizational social capital and employees’ attitudes toward the organization is mediated by job stress and work engagement

Abstract

Purpose: Organizational social capital, defined as shared values and resources embedded in social networks, plays a critical role in shaping employee attitudes and performance. In healthcare settings, where job stress and engagement significantly impact organizational outcomes, understanding these dynamics is essential. This study examined the relationship between organizational social capital and employees’ attitudes toward their organization, with job stress and work engagement as mediating factors, in a healthcare administrative context. Methods: A cross-sectional study was conducted among 270 administrative staff at Qazvin University of Medical Sciences, Iran, in 2024. Data were collected using validated scales for social capital, job stress, work engagement, and employee attitudes. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze direct, indirect, and total effects. Findings: Organizational social capital had the strongest total effect on employees’ attitudes (β = 0.706, p < 0.001), with significant direct (β = 0.518) and indirect effects mediated by reduced job stress (β = −0.583) and enhanced work engagement (β = 0.163). Job stress negatively impacted both attitudes (β = −0.275) and engagement (β = −0.385). Together, the predictors explained 56.7 % of the variance in employee attitudes. Conclusion: Social capital fosters positive employee attitudes both directly and by mitigating stress and boosting engagement. Healthcare organizations should prioritize building social capital (e.g., through trust-based leadership and teamwork) while addressing stressors to improve workforce retention and performance.