Influence of work engagement on the relationship between psychological capital and managerial performance of controllers

Abstract

This study evaluated the influence of work engagement on the relationship between psychological capital and managerial performance of 166 controllers working in the budgetary context of different industrial organizations in Brazil. The results show that psychological capital, through the psychological capacities of self-efficacy, hope, optimism and resilience, acts as a potentiating element of work engagement, positively reflecting on the controllers' vigor, dedication and absorption in their work. The interaction between these variables is a determining factor in raising managerial performance. The results show that organizations that promote controllers' psychological capital and their work engagement are more likely to raise managerial performance.