The impact of psychological capital on job performance among government employees in China

Abstract

Abstract As China advances the construction of a modern national governance system and governance capacity, improving the job performance of government employees is a crucial component. Positive psychology theory suggests that psychological capital, as a positive psychological resource, is a crucial factor in enhancing individual well-being and job performance. This paper conducts an empirical study on the impact of psychological capital on job performance by surveying 2,357 government employees. We also examine whether psychological capital affects job performance through job engagement and whether job satisfaction plays a moderating role. The results indicate that the psychological capital of government employees has a significant positive effect on their job performance. Psychological capital can enhance job performance by improving job engagement. As job satisfaction increases, the positive impact of psychological capital on job performance also strengthens. In addition, female, highly educated and post-1990s government employees tend to have relatively higher job performance and job satisfaction. Based on these findings, it is recommended that the government implement targeted psychological capital training and development programs to improve the overall work efficiency and service quality of government employees.

Keywords

• Psychological capital
• Job performance
• Job satisfaction
• Job engagement
• Mediation model
• Moderating model