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International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
IJFMR240114245
Volume 6, Issue 1, January-February 2024
1
Influence of Psychological Capital on Job
Fulfillment: An Examination Within the
Academic Institutions of Odisha
Dr. Nazia Arif
PG Dept of Psychology, Shailabala Women’s (Auto) College, Cuttack, Odisha
ABSTRACT
Examining ways to enhance job satisfaction among employees is a priority for business leaders aiming
to bolster their companies' competitive edge. This research delves into how Psychological Capital
influences the job satisfaction of faculty members in selected private professional colleges in ODISHA.
Historically, psychology has been linked with mental illness, but recent studies have refuted this
association. Employees with a positive psychological mindset can contribute significantly to a
company's advancement. The core components of employee Psychological Capital include hope, self-
efficacy, resilience, and optimism. This study investigates the correlation between Psychological Capital
and job satisfaction among faculty members, along with its effects. A sample of 136 respondents was
surveyed, and data analysis employed Pearson correlation and multiple regression techniques. The
findings reveal a meaningful connection between Psychological Capital and job satisfaction. Moreover,
the study highlights that while not all components exert equal influence, self-efficacy and hope notably
contribute positively to job satisfaction.Keywords: Psychological Capital, Job Satisfaction, Pearson
correlation, multiple regression.
Keywords: Psychological Capital, Positive Psychological Mindset, Employee Well-being,
Organizational Development, Employee Engagement
INTRODUCTION
The workforce plays a pivotal role in determining the success of any organization. Hence, it comes as no
surprise that the day-to-day satisfaction of employees significantly influences the trajectory of a
company, either towards success or failure. The degree of satisfaction an employee experiences in their
role reflects their efficiency in fulfilling job responsibilities, completing tasks, and overall conduct in the
workplace. Generally, an organization benefits from having contented employees as they tend to exert
greater effort in delivering superior services. Each employee seeks a stable career trajectory and a
favorable work-life balance, fostering a sense of commitment and dedication. When employees are
satisfied with both their company and their employment, they are motivated to reciprocate through
enhanced contributions to the organization. Employee psychology and job satisfaction share a close
relationship, where contented employees are consistently driven to excel in their roles. Conversely,
unhappy employees tend to operate at a slower pace, are prone to errors, and pose a liability to the
company.
International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
IJFMR240114245
Volume 6, Issue 1, January-February 2024
2
Psychological Capital, as defined by Fred Luthans et al. in 2007, refers to the positive psychological
state of an individual's development. It is characterized by elevated levels of HERO (Hope, Self-
Efficacy, Resilience, and Optimism), which are considered state-like attributes. Unlike traits that are
relatively fixed, these attributes are perceived as more malleable and responsive to development efforts.
Advocates of this emerging concept emphasize the importance of investing in and effectively leveraging
these positive psychological states to enhance employee satisfaction. Consequently, psychological
capital emerges as a pivotal element in organizational success, as companies rely on their workforce to
achieve peak performance. The notion of psychological capital is closely intertwined with increased
psychological well-being and satisfaction in both personal and professional realms. Importantly, it has
been recognized that psychological capital holds value beyond traditional indicators of favorable
employee behavior.
Professional education is widely recognized as a challenging career path, requiring a diverse set of skills,
knowledge, and professional experience, as well as continuous engagement with and adaptation to
technological advancements. Educators face heightened physiological and psychological demands in
their occupational roles, as they must not only establish physical connections with students but also
foster emotional bonds. These demands and challenges can lead to various mental health issues,
including stress, fatigue, monotony, anxiety, depression, and other conditions that can adversely impact
job performance. While individual studies have examined how teachers' psychological capital influences
various attitudinal outcomes, no research has been found addressing the impact of teachers'
psychological capital on job satisfaction specifically within professional colleges in ODISHA. This
study aims not only to explore the effect of psychological capital on job happiness but also to elucidate
the relationship between employees' psychological capital and their overall job satisfaction.
LITERATURE REVIEW
Psychological Capital (PsyCap)
Psychological Capital, as defined by Fred Luthans et al. in 2007, refers to an individual's constructive
psychological state of growth. This reservoir of positive psychological resources can serve as a toolkit
for enhancing one's success and performance in the workplace. Comprising four key components—
hope, self-efficacy, resilience, and optimism—Psychological Capital encompasses uplifting motivational
states. Hope entails the belief in one's ability to navigate towards desired goals and mobilize agency
thinking to drive action (Snyder, 2000). Self-efficacy involves confidence in one's capability to manage
motivation, behavior, and social surroundings, enabling the pursuit of predetermined performance
objectives (Bandura, 1977, 1986, 1997). Resilience, described as the ability to rebound or recover from
adversity, setbacks, or even positive changes, signifies a psychological strength allowing individuals to
emerge from life's challenges as robust as before (Luthans, 2002, p. 702). Optimism, characterized by an
expectation of a favorable future, is a mindset that can be cultivated (Carver & Scheier,
2002).Psychological Capital with Job Satisfaction
In today's fiercely competitive business landscape, organizations must devise strategies to retain and
optimize employee performance to thrive. Job satisfaction denotes a state of contentment, ease, or
happiness derived from one's employment, reflecting a positive emotional disposition resulting from
professional experiences. Criteria defining job satisfaction include receiving a satisfactory salary, job
International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
IJFMR240114245
Volume 6, Issue 1, January-February 2024
3
security, consistent professional advancement, recognition, and opportunities for growth. Enhanced
productivity, a competitive edge, reduced voluntary turnover, and heightened customer satisfaction
exemplify the positive outcomes stemming from employee satisfaction within an organization. Research
by Trung (2021) reveals favorable correlations between psychological capital, job performance, and job
satisfaction. Job satisfaction notably mediates the relationship between an employee's psychological
capital and their performance at work, indicating its pivotal role. The study offers managerial
recommendations to enhance performance by focusing on psychological capital and job satisfaction.
Egyptian employees' job satisfaction is positively associated with hope, efficacy, resilience, and
optimism, both individually and within the overarching construct of PsyCap (Badran et al., 2015).
Similarly, a positive correlation exists between psychological capital and job satisfaction, with both
factors significantly reducing turnover likelihood (Salam, 2017). Resilience and optimism, key
components of psychological capital, exhibit positive associations with job satisfaction and negative
correlations with turnover intention. While not immediately observable, job satisfaction manifests in
employees' behaviors, serving as a personal reward for meeting or surpassing employment expectations
(Islam et al., 2012).
Components of PsyCap
Both theoretically and empirically, it has been evidenced that psychological capital, commonly referred
to as PsyCap, encompasses four recognized positive psychological states: self-efficacy, optimism, hope,
and resilience (Fred Luthans et al., 2007). Within these constructs, positive expectations for the future
are inherent components. Notably, optimism and self-efficacy, two sub-dimensions of PsyCap, emerge
as the most robust predictors of heightened employee engagement. These findings suggest that nurturing
PsyCap could yield manifold benefits (Herbert & Marthine, 2011).
Hope serves as a positive motivational state characterized by anticipation of favorable future outcomes.
It entails a sense of expectancy and desire for desired events to unfold. Strategies such as training
programs and organizational development initiatives can be employed to foster hope among individuals
(Luthans, 2002). Hopeful employees demonstrate greater autonomy in their thinking processes. They
possess intrinsic motivation for fulfilling roles that offer complexity and opportunities for advancement.
Despite limited resources, they exhibit ingenuity and creativity (Snyder, 2000). Research indicates that
hope positively influences employee satisfaction, organizational commitment, and job contentment
(Youssef & Luthans, 2007).
Self-efficacy refers to the belief in one's capability to successfully execute a task. It can be described as
an individual's confidence in their ability to effectively carry out a plan of action and achieve desired
outcomes within their professional domain (Bandura, 1997). Individuals with low self-efficacy are prone
to reducing efforts or giving up when faced with challenges, whereas those with high self-efficacy
demonstrate greater perseverance and determination to overcome difficulties. Moreover, individuals
with strong self-efficacy exhibit a heightened responsiveness to negative feedback, channeling it into
increased drive and effort, whereas those with low self-efficacy are more inclined to limit their efforts
upon receiving unfavorable information (Luthans & Youssef, 2004). High self-efficacy individuals
perceive daunting workplace pressures as manageable tasks rather than insurmountable obstacles, thus
fostering a proactive approach to problem-solving. When encountering obstacles, they are more likely to
International Journal for Multidisciplinary Research (IJFMR)
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Volume 6, Issue 1, January-February 2024
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mobilize resources and devise action plans rather than fixating on barriers or setbacks (Roberts et al.,
2011).
Resilience characterizes individuals with an adaptable mindset capable of swiftly rebounding from
failure or adversity. Such individuals are less prone to perceiving numerous stimuli as significant
stressors, or they may perceive them with reduced intensity, despite encountering similar potential
stressors in the workplace. Individuals endowed with resilience are expected to suffer fewer adverse
health effects from stress, exhibit lower rates of absenteeism, and maintain unrestricted functionality
when confronted with potentially stressful situations without succumbing to frequent workplace
anxieties (Aderibigbe et al., 2018). Resilience has been found to correlate positively with adeptly
managing change and embracing acceptance, while exhibiting a negative correlation with withdrawal
tendencies (Rabenu & Yaniv, 2017). It represents the psychological capacity to recover from challenges
ranging from hardship, uncertainty, and conflict to failure, positive changes, and increased
responsibilities. Resilience extends to an individual's ability to enhance productivity following
challenges or a company's aptitude to reassess its strategies following setbacks such as bankruptcy
filings. This definition suggests that resilience is a virtue applicable to navigating both adverse and
exceptionally favorable circumstances (Luthans, 2002).
Optimism can be exemplified by a general expectation of positive outcomes or by attributing causality to
positive events. In contrast, pessimism involves anticipating negative outcomes in work-related
situations, while optimists tend to anticipate positive outcomes. For instance, an optimistic employee
might believe that their efforts at work will lead to recognition, rewards, or promotion. Optimistic
individuals exhibit a positive outlook on outcomes and events, which empowers them to take credit for
positive occurrences, enhances their self-esteem and morale, and consequently fosters feelings of
happiness and motivation. Furthermore, optimism enables individuals to maintain emotional resilience,
allowing them to cope with challenging life experiences by avoiding feelings of depression, shame, self-
blame, or despair (Avey et al., 2009). Promoting optimism in the workplace requires fostering
forgiveness for past setbacks, cultivating gratitude for current circumstances, and nurturing a proactive
attitude towards future opportunities. Additionally, developing strategies to overcome obstacles and
identify pathways to success can bolster positive expectations (Ugwu & Okojie, 2016).
Objectives
1. To investigate the correlation between Self-Efficacy and job satisfaction.
2. To explore the association between Optimism and job satisfaction.
3. To analyze the connection between Hope and job satisfaction.
4. To assess the link between Self-Efficacy, Resilience, and job satisfaction.
5. To evaluate the impact of psychological capital components on job satisfaction.
Hypothesis
Individuals with higher scores in Psychological Capital (PsyCap) are inclined to exhibit greater
motivation and effort, leading to enhanced performance over time. This is attributable to the fact that
individuals with elevated efficacy levels invest effort in pursuing objectives they firmly believe they can
achieve. Moreover, they demonstrate determination, generate multiple solutions to challenges (hope),
International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
IJFMR240114245
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5
internalize responsibility, hold optimistic expectations for outcomes (optimism), possess confidence in
their abilities (self-efficacy), and exhibit positive responses and resilience in the face of adversity and
setbacks. Overall, PsyCap is expected to foster intentional, proactive behavior aimed at successfully
accomplishing goals and tasks, resulting in superior performance compared to individuals with lower
PsyCap levels (Avey et al., 2011). Hope, optimism, efficacy, and resilience constitute components of
psychological capital (PsyCap) that can be cultivated through organizational leadership and human
resource development initiatives in the workplace (Luthans et al., 2010). Despite encountering numerous
obstacles, employees are encouraged to persevere towards their goals with hope, often finding
satisfaction in their achievements (Froman, 2010). Based on the aforementioned analysis, the following
hypothesis is formulated:
H1: Psychological Capital exhibits a significant correlation with Job Satisfaction.
H1a: Self-Efficacy demonstrates a significant association with Job Satisfaction.
H1b: Optimism displays a significant connection with Job Satisfaction.
H1c: Hope reveals a significant relationship with Job Satisfaction.
H1d: Resilience shows a significant correlation with Job Satisfaction.
Individually as well as when amalgamated into the overarching multidimensional construct known as
PsyCap, hope, efficacy, resilience, and optimism demonstrate positive correlations with the job
satisfaction of Egyptian employees (Badran & Youssef, 2015). Among the four PsyCap components,
hope, optimism, and self-efficacy were found to be positively linked with job satisfaction (Kwok, Cheng
& Wong, 2015). A significant positive correlation between optimism and job satisfaction was identified
in the study conducted by Ahmed (2012). Additionally, optimism was found to positively correlate with
both job satisfaction and staff performance according to research by Mishra et al. (2016). The proposed
hypothesis regarding the impact of psychological capital on job satisfaction in this study is as follows:
H2: The components of Psychological Capital (self-efficacy, hope, optimism, and resilience) exert a
notable influence on job satisfaction.
Conceptual Framework
International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
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The proposed model in Figure 1 illustrates the concept and objective of the study. This model operates
under the assumption that the independent variable is psychological capital, encompassing hope, self-
efficacy, resilience, and optimism. On the other side of the model, employee job satisfaction is depicted
as the dependent variable.
METHODOLOGY
This study utilizes a survey approach, incorporating questionnaire items related to psychological capital,
job satisfaction, and demographic information. Faculty members from specific Professional Colleges in
ODISHA participated in this study. Data was collected through both online platforms and printed copies,
yielding responses from 136 participants. The distribution of questionnaires was conducted via Google
Forms online. Among the 136 participants, 36 (26.5%) were male, and 100 (73.5%) were female, as
indicated in the table.1.
Table 1: Information of participants on the basis of different variables
Measuring Scales
The questionnaire employed in this study comprises three components: demographic data, psychological
capital assessment, and employee job satisfaction evaluation. All questionnaires utilized a five-point
Likert scale, ranging from 1 for "strongly disagree" to 5 for "strongly agree."
To assess psychological capital, a modified and condensed version of Luthans et al.'s (2007) 24-item
Psychological Capital Questionnaire (PCQ) was used, encompassing four subscales: self-efficacy,
optimism, hope, and resilience. An example item from the psychological capital component is: "I am
confident in my ability to perform well under pressure and in challenging circumstances."
Job satisfaction was gauged using a five-item Likert scale developed by Yin (2015). An example item
from this section is: "I consider my teaching conditions to be excellent."
Statistical Analysis
The statistical software SPSS 26.0 was employed to analyze the data collected for this study. Descriptive
statistics were applied to all variables to obtain information such as minimum and maximum scores,
mean, standard deviation, kurtosis, and skewness. Pearson's Correlation analysis was conducted to
explore the relationship between psychological capital and its components (self-efficacy, hope,
optimism, and resilience) and job satisfaction. Regression analysis was utilized to assess the
effectiveness of all four dimensions/variables of Psychological Capital on job satisfaction. The internal
consistency of the instrument was evaluated using the Cronbach’s Alpha method, as depicted in Table 2.
International Journal for Multidisciplinary Research (IJFMR)
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Table 2: Reliability
The coefficients, which were 0.838, 0.895, 0.898, 0.805, and 0.836, respectively, adhered to the common
recommended threshold of 0.70 for research metrics. Additionally, the questionnaire was validated by
experts in management sciences. Consequently, the researchers were satisfied with the scale's reliability
and validity. The descriptive analysis of all variables examined is presented in Table 3. Notably, the data
analyzed in this study exhibited a uniformly distributed pattern, as illustrated in the table.
Table 3: Descriptive Statistics
DATA ANALYSIS AND INTERPRETATION
Correlation Analysis
Table 4: Correlation matrix depicting the association between Psychological Capital and Job
Satisfaction
**Correlation is significant at the level 0.01 level (2-tailed)
Table 5: Correlation matrix depicting the association between Self-Efficacy,
Optimism, Hope, Resilience and Job Satisfaction
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**Correlation is significant at the level 0.01 level (2-tailed)
The findings from Tables 4 and 5 indicate a significant positive correlation between Psychological
Capital and job satisfaction (r= .623, n=136, p<0.01), as well as between job satisfaction and self-
efficacy (r=.570, n = 136, p<0.01), optimism (r=.419, n=136, p<0.01), hope (r=.591, n=136, p<0.01),
and resilience (r=.491, n=136, p<0.01). Based on these results, Hypothesis one (H1, H1a, H1b, H1c, and
H1d) is supported.
Regression Analysis
Multiple regression analysis was employed to demonstrate the impact of PsyCap components, including
self-efficacy, optimism, hope, and resilience, on job satisfaction.
Table 6: Model Summary
a. Predictors: Resilience, Optimism, Self-Efficacy, Hope
Table 7: ANOVAb
b. Dependent Variable: Job Satisfaction
The results from tables 6 and 7 indicate a multiple correlation coefficient (R= 0.638) and a multiple
adjusted R-squared of 0.407. This suggests that when collectively considered as Psychological Capital,
the four psychological states independently explain 40.7% of job satisfaction.
Table 8: Multiple Regression Analysis illustrating the Relative Impact of Self-Efficacy, Optimism,
Hope, and Resilience on Job Satisfaction
Table 8 displays the autonomous contribution of the four psychological factors to job satisfaction. The
analysis outcome suggests that self-efficacy and hope notably and individually impact job satisfaction
within the study.
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DISCUSSION
The objective of this study was to examine the relationship between psychological capital and job
satisfaction. The study explored the impact of PsyCap states on job satisfaction and found that only self-
efficacy and hopes states of PsyCap influence job satisfaction. The results indicated a robust and positive
correlation between all dimensions of psychological capital and job satisfaction.
CONCLUSIONS AND RECOMMENDATIONS
The four psychological capital resources—self-efficacy, optimism, hope, and resilience—highlight an
individual's positive qualities and attributes, serving as personal assets that could facilitate success in
challenging, stressful, or uncertain work settings. The results suggest that PsyCap may positively impact
job satisfaction, with strong associations observed between job satisfaction and self-efficacy, hope,
optimism, and resilience (PsyCap). As per the study's findings, self-efficacy, optimism, hope, and
resilience collectively influence an employee's capacity to perform at an elevated level.
This study explored the relationship between favorable psychological capital and job satisfaction,
suggesting the potential for conducting similar investigations across various occupational groups.
Further research may delve into the correlation between positive psychological capital and other factors
such as commitment, motivation, and work-life quality. Participation in this survey involved selected
professional colleges, offering administrators opportunities to engage in training sessions aimed at
enhancing the positive psychological capital of educators.
Understanding psychological capital, developing tailored questionnaires to assess its levels based on job
requirements, conducting regular evaluations, and organizing brief psychological training sessions for
staff are among the potential strategies. Additionally, it is feasible to evaluate how diverse factors
influence instructors' organizational commitment and levels of positive psychological capital. Further
research is warranted to elucidate the relationship between psychological capital, employee
performance, and other specific job attitudes.
Moreover, the exploration of psychological capital should extend beyond individual levels to encompass
teams and organizational levels. The precise insights gleaned from these study findings will aid workers
in effectively leveraging psychological capital to advance their careers.
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International Journal for Multidisciplinary Research (IJFMR)
E-ISSN: 2582-2160 ● Website: www.ijfmr.com ● Email: editor@ijfmr.com
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Volume 6, Issue 1, January-February 2024
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