Influence of Psychological Capital & Mood

on job satisfaction among Govt. officials

Name: - Bhavana Mehra

Roll no.: - 23/SBSS/PGPSY/006
Guide Name: - Dr. Anika Magan
 INTRODUCTION
• Workplace environment plays a crucial role in shaping employees’ job satisfaction & well-being,
particularly in government institutions where high workloads, bureaucratic challenges, and public
accountability are prevalent. While external factors influence job satisfaction, psychological
attributes also play a significant role in shaping employees’ experience.
• Psychological Capital comprising hope, resilience, optimism, and self-efficacy (Luthans et al., 2007)
helps individuals navigate workplace challenges with confidence and performance, with positive
mood enhancing engagement & satisfaction, while negative mood may contribute to stress &
dissatisfaction.
• PsyCap (independent variable) includes hope, resilience, optimism, and self-efficacy, which are
expected to influence positively job satisfaction (dependent variable). Mood (mediating variable) can
either enhance or weaken this relationship, with positive mood boosting job satisfaction and
negative mood diminishing it. Additionally, work engagement (moderating variable) may strengthen
the PsyCap-job satisfaction link, making highly engaged employees more likely to experience job
fulfillment. These variables provide a comprehensive understanding of the psychological and
emotional factors shaping workplace satisfaction.
 Review of Literature
• Avey et.al.(2017) examined the role of PsyCap in enhancing employee engagement and job satisfaction.
Their study found that employees with higher PsyCap levels were more likely to experience greater job
satisfaction and lower stress levels.
• Newman et.al.(2019) conducted a meta-analysis of PsyCap research, revealing a strong correlation between
PsyCap and job satisfaction. The study emphasized that interventions aimed at improving hope, resilience,
optimism, and self-efficacy led to higher workplace satisfaction.
• Wang & Tang (2020) explored the impact of positive mood on job satisfaction, demonstrating that
employees with frequent positive emotions exhibited higher engagement and job fulfillment, particularly
when coupled with strong PsyCap traits.
• Demerouti et.al.(2019) applied the Job Demands-Resources (JD-R) model to investigate how PsyCap
influences employees’ mood and satisfaction. The study found that PsyCap serves as a protective factor,
reducing the negative effects of job demands while enhancing employee well-being.
• Singh & Gupta (2021) examined the relationship between PsyCap, emotional intelligence, and job
satisfaction, concluding that employees with higher emotional intelligence experienced a stronger positive
impact of PsyCap on job satisfaction.
 Review of Literature
• Fredrickson (2018) explored how positive emotions at work contribute to motivation and job satisfaction,
emphasizing that employees with a positive mood tend to be more engaged and productive. This study
highlights the broader role of mood in shaping workplace experiences.
• Xanthopoulou & Fischbach (2022) found that PsyCap fosters resilience, leading to higher job retention rates
and greater satisfaction. Their research underscores the importance of PsyCap in long-term career success
• Hobfoll et.al.(2018) applied the Conservation of Resources (COR) theory to workplace settings, showing that
PsyCap acts as a psychological resource that buffers against workplace stress and enhances job satisfaction.
• Luthans et.al.(2021) published an updated theoretical framework on PsyCap, reinforcing its positive
influence on workplace performance, engagement, and satisfaction.
• Judge et.al.(2020) explored the connection between workplace emotions, personality, and job satisfaction,
demonstrating that employees with positive emotional traits and strong PsyCap levels reported greater job
fulfillment.
 Rationale

Job satisfaction plays a crucial role in keeping employees motivated, productive, and engaged in their
work. While many factors contribute to job satisfaction, psychological and emotional well-being are
especially important in shaping how employees experience their jobs. Psychological Capital (PsyCap)—
which includes hope, resilience, optimism, and self-efficacy—helps individuals stay motivated, overcome
challenges, and perform better at work. At the same time, mood plays a big part in how people perceive
their work environment—a positive mood can enhance job satisfaction, while a negative mood can
make work feel more stressful. However, there’s still much to learn about how PsyCap and mood
together influence job satisfaction, especially in structured, high-responsibility jobs. By exploring these
relationships, this study aims to provide practical insights into how organizations can create a more
supportive, engaging, and fulfilling work environment. Additionally, understanding whether work
engagement strengthens these effects can help in designing better workplace strategies, training
programs, and mental wellness initiatives that improve both employee well-being and job satisfaction.
 METHODOLOGY
Aim
The study aims to examine the influence of psychological capital (including hope, resilience, optimism, and self-efficacy)
and mood (both positive and negative) on job satisfaction among government officials.

Objectives
• To examine the relationship between mood (positive & negative) and job satisfaction among government employees.
• To examine the relationship between psychological capital (including hope, resilience, optimism, and self-efficacy) and
job satisfaction among government employees.
• To examine the role of mood as a mediator between job satisfaction and psychological capital among government
employees.
Hypotheses
• There will be a significant relationship between mood (positive & negative) and job satisfaction among government
employees.
• There will be a significant relationship between psychological capital (including hope, resilience, optimism, and self-
efficacy) and job satisfaction among government employees.
• Mood will significantly mediate the relationship between job satisfaction and psychological capital among government
employees.
 METHODOLOGY
Sample
Size of sample: - 200
Sampling technique: - Purposive and Snowball sampling
Age: - 30 Years to 40 Years
Sex: - Both males & females
Educational Qualification: - Graduation and above
Occupation: - Government officials of all groups
Job Experience: - Minimum 1 year

Variables
• Psychological Capital (PsyCap) – Includes attributes such as hope, resilience, optimism, and self-efficacy.

• Mediating Variable (MV) - Mood – Divided into: - Positive Mood (e.g., happiness, enthusiasm) - Negative Mood
(e.g., stress, frustration) Mood

• Job Satisfaction – The level of satisfaction government officials experience in their jobs.
 Tool description
S No. Name of the tool Author & year No. of items Reliability Validity
1.) Psychological Capital Luthans et al., 24 Excellent internal Content and
Questionnaire (PCO-24) (2007) consistency with a construct validity
Cronbach’s alpha of established.
0.80-0.90, indicating
a strong reliability.

2.) Minnesota Satisfaction Weiss et.al., (1967) 100 (long) good reliability, high Content and
Questionnaire (MSQ) 20 (short) internal consistency construct validity
and test-retest established.
reliability
coefficients,
typically above 0.80
for internal
consistency and
0.70 for test-retest.
3.) Hypomania Checklist (HCL-32) Dr. Jules Angst 32 Good test-retest Good concurrent
reliability. validity.
Statistical Analysis
The proposed study will employ a quantitative research design, utilizing Pearson’s Correlation and
mediation analysis.

Expected Outcomes
• The mood (positive & negative) and job satisfaction have a significant relationship among government employees.
• The psychological capital (including hope, resilience, optimism, and self-efficacy) significantly affects job
satisfaction among government employees, high psycap increases job satisfaction and low psycap decreased the
job satisfaction among govt employees.
• Mood significantly mediates the relationship between job satisfaction and psychological capital among
government employees.
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