Psychological Capital as a Moderating Construct between Organisational Commitment and Job Satisfaction Among Teachers of Public Sector Universities

Abstract

This study examines the interrelationships among psychological capital, organisational commitment, and job satisfaction, and further explores whether psychological capital moderates the relationship between organisational commitment and job satisfaction among faculty members working in public sector universities of Punjab, India. Psychological capital, a positive psychological state, has increasingly been recognised as a resource that enhances employee attitudes and performance. Using a quantitative approach, data were collected from 400 participants (teachers) across four public universities using standardised tools including the Psychological Capital Questionnaire, the Job Satisfaction Scale, and the Organisational Commitment Scale. Correlation results revealed strong positive relationships between psychological capital and both job satisfaction and organisational commitment. Job satisfaction was also positively associated with organisational commitment. However, moderated hierarchical regression analysis depicted that psychological capital did not significantly moderate the relationship between organisational commitment and job satisfaction, substantiating that both variables independently influence satisfaction levels.

Keywords: Psychological Capital, Job Satisfaction, Organisational Commitment, Correlation, Moderated Hierarchical Regression, Teachers

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