Purpose This study aims to investigate the impact of psychological capital on employee burnout and overall well-being, highlighting its significance in effective conflict management within organizational settings.

Study design/methodology/approachA quantitative research design was employed, utilizing a cross-sectional survey method to collect data from a diverse sample of employees across various industries. Psychological capital was measured through validated scales assessing self-efficacy, optimism, resilience, and hope. Employee burnout levels and well-being indicators were also evaluated using established instruments. Statistical analyses, including regression and correlation techniques, were conducted to examine the relationships among these variables.

FindingsThe results indicate a significant negative correlation between psychological capital and employee burnout, suggesting that higher levels of psychological capital are associated with lower burnout rates. Conversely, psychological capital positively correlates with employee well-being, indicating that individuals with robust psychological resources experience enhanced well-being. These findings underscore the importance of fostering psychological capital as a strategic approach to mitigate burnout and promote well-being in the workplace.

Originality/valueThis research contributes to the existing literature by elucidating the role of psychological capital in conflict management and its effects on employee burnout and well-being. The study underscores the necessity for organizations to invest in developing psychological capital among employees as a means to enhance their resilience and overall workplace satisfaction, ultimately leading to improved organizational performance.