The social relationships that are inevitably established within an organization, which is a social creature, may cause feelings such as resentment and hurt in employees depending on the way they are managed in times of crisis (low respect for differences, empathy and common sense). In such cases, forgiveness is valuable in that it allows the employee to regulate feelings such as resentment and hurt, as well as perceptions of injustice or harm, and to maintain the ability to look at the organization positively. However, very little is known about the individual resources that can increase the employee's capacity to forgive. This research focuses on psychological capital and self-compassion, which are individual resources that can increase the employees' capacity to forgive. Specifically, it was aimed to determine whether self-compassion has any mediating (indirect) effect on the effect of psychological capital on forgiveness. In the study, data were obtained from 377 employees in hotel businesses operating in Konya province, using the convenience sampling method and survey technique. The analysis results showed that psychological capital has a positive and significant effect on forgiveness (ϸ=.55, 95% CI [.45, .66]). The original result of the study is that self-compassion has a high-value, significant indirect effect (ϸ=.85, 95% CI [.70, 1.03]; K2=.74) on the effect of psychological capital on forgiveness, indicating that the path from psychological capital to forgiveness is through being self-compassionate. In other words, the scope of human resources practices of organizations that want their employees to have a high forgiveness potential can be arranged in a way that can increase the levels of self-compassion as well as the levels of psychological capital of their employees. The findings were discussed in the light of the literature, and suggestions were developed for future research and practitioners.