The reality of our “flat world” today has given workers all over the globe the opportunity to freely cooperate and compete with each other (Friedman, 2007), challenging firms to design and implement innovative approaches to human resource management in order to survive and achieve sustainable growth and development (Aryee et al., 2016; Chatterjee, 2017; Barney and Clark, 2007; Luthans et al., 2008). In such a global competitive environment, workers in both developing economies and the developed world must equip themselves with the proper resources and capabilities to maintain a relevant place in their respective organization. Although scholars mostly agree that human capital resources are key firm resources, not all types of human capital resources result in a competitive advantage (e.g. Campbell et al., 2012; Ferguson and Reio, 2010). Human capital resources that can create a competitive advantage for firms can be classified into two main categories: psychological resources and functional resources. Among psychological resources, psychological capital (hereinafter PsyCap) is perhaps a key resource. PsyCap refers to an individual’s psychological state of Marketing Intelligence & Planning development, comprising efficacy, optimism, hope, and resiliency (Luthans et al., 2008, 2015). Functional resources reflect a pool of knowledge, skills, and abilities that an individual has accumulated during his or her education, work and lives needed to perform functional tasks in an organization. These include human capital, relational capital, organizational capital and informational capital (Hunt, 2000). Empirical research has shown that both psychological and functional resources have positive effects on the job performance of employees (e.g. Stajkovic and Luthans, 1998). Whereas human capital resources include both psychological and functional resources (Luthans et al., 2004), prior research examines the role of these two types of human capital resources in job performance separately. The question of how these two types of resources in combination contribute to the performance of workers is still largely ignored. Furthermore, basing the results on net effects produced by linear regression frameworks, such as structural equation modeling (SEM), one may not be able to discover the complexity of human behavior in general and human capital resources in particular (Ragin, 2008; Woodside, 2013).