The relationship between psychological capital, work engagement and organizational commitment amongst employees at a selected food processing plant in the Western Cape
Business operational environments are constantly challenged by shifting trends in the economy, technology and market. The food processing industry is driven by rise in higher income and population growth as well as growing urbanization and internationalization of retail, which induce demand for food manufacturing products. More often than not, food processing is marked by voluminous production and mandatory stringent food processing standards (Henson & Cranfield, 2009). In a report by the Department of Agriculture, Forestry and Fisheries (2012), in 2011, the food production division of the South African economy was the most dominant in terms of output, followed by paper and beverages production. Given the scale of impact and the volatile nature of the industry, food processing plants require support from employees who resemble positive psychological states, work with energy and delight as well as employees who display desire to remain with the organization. Positive psychological capacities can be developed in employees and have been associated with higher employee performance and satisfaction, amongst other desirable organizational outcomes (Luthans, Avolio, Avey, & Norman, 2007).