With the process of transition from traditional human resources management to strategic human capital approach, not only the technical competences of the employees, but also their psychological powers have become decisive in creating a competitive advantage of institutions. In this context, the concept of psychological capital (Psychological Capital - Psycap represents the positive psychological sources of individuals and consists of self -competence, optimism, hope and psychological strength dimensions (Luthans et al., 2007). This study aims to examine the effects of psychological capital on the welfare and performance of the workplace from a strategic perspective. In this study, which is based on literature screening, it was found that employees with high levels of psychological capital have more resistant, high motivation, self -awareness has improved and problem solving skills are strong. Psychological capital plays a role as a protective factor on job satisfaction, organizational commitment, psychological goodness and burnout levels; It also increases the orientation of employees to outputs such as creativity, innovation and voluntary business behaviors (Avey et al., 2011). On the other hand, it has been observed that individuals with low psychological capital levels can be distributed more easily in the face of uncertainty and that it was difficult to deal with stress. As a result of the study, it is emphasized that psychological capital is a strategic resource in terms of organizational success and sustainable competitive superiority beyond being an individual competence. In this respect, it is recommended that institutions invest in structured programs to measure and improve their psychological capital of their employees.