International Journal of Business and Social Science Vol. 4 No. 12 [Special Issue – September 2013] 115 Relationship between Organizational Commitment, Job Satisfaction, and Positive Psychological Capital in Lithuanian Organizations Aistė DIRŽYTĖ PhD Associate Professor Institute of Psychology, MykolasRomeris University Ateities g. 20, Vilnius, Lithuania Aleksandras PATAPAS PhD Associate Professor, Department of Public Administration, MykolasRomeris University Valakupių g. 5, Vilnius, Lithuania. Vainius SMALSKYS PhD Associate Professor, Department of Public Administration, MykolasRomeris University Valakupių g. 5, Vilnius, Lithuania. Viktorija UDAVIČIŪTĖ Associate Assistant Institute of Management and Psychology, T. Vrublevskio 6 Vilnius, Lithuania, E. Abstract The article analyses current research trends on job satisfaction, organizational commitment and positive psychological capital. It also presents some results of the study on the mentioned constructs that were surveyed in various Lithuanian organizations (n=92). The subjects of the study were 44 (47,83 %) men and 48 (52.17 %) women. The methodology used in this survey: to assess personal job satisfaction (Job Satisfaction Survey, Spector, 1985), organizational commitment (Organizational Commitment Questionnaire, Mowday et al., 2000) and positive psychological capital (Psychological Capital Questionnaire, Luthans et al., 2007). It was found that job satisfaction, organizational commitment and positive psychological capital are related constructs. The study also showed statistically significant differences between these constructs and some socio – demographic characteristics. The data of this study revealed that salary is still one of the major motivational factors in Lithuania. The article also discusses what additional studies are essential for further development of research base on organizational and management effectiveness. Keywords: organizational commitment, job satisfaction, psychological capital. 1. Introduction Organizational effectiveness is one of the continuous goals and intermediate outcomes of professional management. For many decades researchers have been exploring the factors contributing to organizational effectiveness, but the results varied across the different cultures and economic systems (Suki, 2011). Recent research has revealed universal constructs that can be applied to any given organizational context. This implies employees’ job satisfaction and organizational commitment (Garg and Rastogi, 2009; Kumar and Giri, 2009; Narimawati, 2007; Tayyab, 2006; Meyer et al., 2008). A lot of studies have demonstrated that fully committed employees lead to organizational success and thriving in today's dynamic organizational contexts (Yucel, 2012; Lumley, 2011; Suki, 2011). Moreover, a specific construct of psychological capital was introduced to forecast the results of management in a certain group (Luthans, 2007).