Psychological capital as a moderator of areas of worklife and employee wellbeing and turnover intention among white-collar employees in Türkiye

Abstract

Areas of work-life (AoWL), comprising workload, control, rewards, community, fairness and values, represent key organizational dimensions that shape employee attitudes and behaviours. Despite growing interest in employee wellbeing and retention, the boundary conditions under which AoWL dimensions are associated with these outcomes remain underexplored. This study examines the associations between AoWL dimensions and employee wellbeing and turnover intention, and investigates the moderating role of psychological capital (PsyCap) in these relationships. A cross-sectional survey design was employed with a sample of 369 white-collar employees from Türkiye. Hierarchical regression analysis was used to test the direct effects of AoWL dimensions on employee wellbeing and turnover intention, as well as the moderating role of PsyCap. Demographic variables, including the number of children and organizational tenure, were controlled for in the analyses. Among the six AoWL dimensions, only rewards and values were significantly and positively associated with employee wellbeing. PsyCap demonstrated a significant positive main effect on employee wellbeing; however, its moderating effects on the AoWL dimensions–wellbeing relationships were non-significant. Perceived fit with rewards and values was negatively associated with turnover intention, while neither the main nor the moderating effects of PsyCap on turnover intention were significant. Number of children and tenure were negatively associated with turnover intention. Rewards and values emerge as the most critical AoWL dimensions associated with higher employee wellbeing and lower turnover intention among white-collar employees. The hypothesized moderating role of PsyCap was not supported, suggesting that boundary conditions of the buffering hypothesis warrant further theoretical and empirical scrutiny in the organizational context. These findings offer practical guidance for human resource management practitioners seeking to design organizational environments that support wellbeing and reduce voluntary turnover.