So sánh phương pháp

	Psychological Capital Scale	Three-Component Model of Organizational Commitment
Lĩnh vực	Hành vi tổ chức	Hành vi tổ chức
Họ	Latent structure	Latent structure
Năm ra đời	2007	1991
Người khởi xướng	Fred Luthans, Bruce J. Avolio, James B. Avey & Carolyn M. Youssef	John P. Meyer & Natalie J. Allen
Loại	Higher-order positive psychological resource scale	Multidimensional attitudinal commitment model and scale
Công trình gốc	Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60(3), 541-572.	Allen, N. J., & Meyer, J. P. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
Tên gọi khác	PsyCap, PCQ, Psychological Capital Questionnaire, HERO Model	TCM, Meyer-Allen Model, Affective-Continuance-Normative Commitment, Organizational Commitment Scale (Meyer & Allen)
Liên quan	3	3
Tóm tắt	Psychological capital (PsyCap) is a higher-order positive psychological resource in the positive-organizational-behavior tradition, composed of four state-like capacities: hope, efficacy (self-confidence), resilience, and optimism — together the 'HERO' constructs. Fred Luthans and colleagues argued that these four share a common underlying mechanism — a positive appraisal of circumstances and probability of success based on motivated effort and perseverance — so that their combination predicts outcomes better than any one alone. The Psychological Capital Questionnaire (PCQ) operationalizes the four capacities with validated subscales, and Luthans, Avolio, Avey, and Norman's 2007 Personnel Psychology paper established the measure and showed that the composite relates to performance and satisfaction. A central claim, developed in Luthans, Youssef, and Avolio's 2007 book, is that PsyCap is state-like and therefore developable, distinguishing it from fixed traits.	The Three-Component Model (TCM) of organizational commitment, developed by John Meyer and Natalie Allen, is the dominant framework for understanding why employees stay with and bind themselves to their organizations. Its central claim is that commitment is not one thing but three distinguishable psychological states: affective commitment (an emotional desire to stay — you want to), continuance commitment (the perceived cost of leaving — you need to), and normative commitment (a felt obligation — you ought to). Each is measured by its own subscale and arises from different antecedents, and although all three reduce turnover, they relate very differently to performance, citizenship, and well-being. Allen and Meyer's 1991 paper laid out the conceptualization, and Meyer, Stanley, Herscovitch, and Topolnytsky's 2002 meta-analysis confirmed that the components are distinguishable and have systematically different correlates and consequences.