##plugins.themes.bootstrap3.article.main##

  •   Yumna Sabila

  •   Hary Febriansyah

Abstract

This government institution is one of the public services that focus on women's empowerment, child protection, and government affairs in the field of population control and family planning. However, when the COVID-19 pandemic occurred the service offered is not worked as well as the service motto that has been set by the organization. Based on Government Performance Accountability Report 2020, the organization's performance has decreased because several program's strategic objectives have not met the predetermined targets. The problems that have been identified from the preliminary interview can be categorized into issues related to employee job satisfaction. The researcher suspects that job satisfaction can be one of several issues that can affect employee performance. Positive psychological capital has a significant relationship with employee performance and job satisfaction. Also, the four facets of psychological capital (hope, efficacy, optimism, and resilience) may be a better predictor of performance and satisfaction. The condition of employee psychological capital can have a positive or negative impact on job satisfaction, so in this research, the researcher will analyze the impact of psychological capital towards job satisfaction. The researcher using PCQ-24 by Luthans and Job Satisfaction Survey by Spector questionnaire to determine the condition of psychological capital and job satisfaction. After the data has been gathered, the author uses descriptive analysis to determine the condition of psychological capital and job satisfaction. Also, uses linear regression to determine the impact of psychological capital towards job satisfaction.

Keywords: Descriptive Analysis, Employee Performance, Government Institution, Job Satisfaction, Linear Regression, Psychological Capital

References

F. Luthans and C. M. Youssef-Morgan, “Psychological Capital: An Evidence-Based Positive Approach,” Annu. Rev. Organ. Psychol. Organ. Behav., vol. 4, pp. 339–366, 2017, doi: 10.1146/annurev-orgpsych-032516-113324.

F. Luthans and C. M. Youssef-Morgan, “Human, social, and now positive psychological capital management: investing in people for competitive advantage,” Organ. Dyn., vol. 33, no. 2, pp. 143–160, 2004, doi: 10.1016/j.orgdyn.2004.01.003.

P. . Spector, Job Satisfaction: Application, Assessment, causes and consequences. New York: Harper & Row, 1997.

F. Luthans, C. Youssef-Morgan, and B. J. Avolio, Psychological Capital and Beyond. New York: Oxford Univ. Press, 2015.

F. Luthans, K. W. Luthans, and B. C. Luthans, “Positive psychological capital: Beyond human and social capital,” Bus. Horiz., vol. 47, no. 1, pp. 45–50, 2004, doi: 10.1016/j.bushor.2003.11.007.

J. B. Avey, R. Reichard, F. Luthans, and K. Mhatre, “Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance,” Hum. Resour. Dev. Q., vol. 22, no. 2, pp. 127–152, 2011, doi: 10.1002/hrdq.20070.

C. R. Snyder, S. C. Sympson, F. C. Ybasco, T. F. Borders, M. A. Babyak, and R. L. Higgins, “Development and Validation of the State Hope Scale,” J. Pers. Soc. Psychol., vol. 70, no. 2, pp. 321–335, 1996, doi: 10.1037/0022-3514.70.2.321.

H. Yildiz, “The Interactive Effect of Positive Psychological Capital and Organizational Trust on Organizational Citizenship Behavior,” SAGE Open, vol. 9, no. 3, 2019, doi: 10.1177/2158244019862661.

F. Luthans, B. J. Avolio, J. B. Avey, and S. M. Norman, “DigitalCommons @ University of Nebraska - Lincoln Positive Psychological Capital : Measurement and Relationship with Performance and Satisfaction Positive Psychological Capital : Measurement and Relationship with Performance and Satisfaction,” Pers. Psychol., vol. 60, pp. 541–572, 2007.

Y. Alamrew, H. Belay, and A. D. Shishigu, “The Effect of Governance on Employees’ Job Satisfaction, Intention to Leave and Task Performance (A Case of University of Gondar),” Res. J. Commer. Behav. Sci., vol. 6, pp. 1–6, 2016.

H. A. Hijazi, “The Impact of Applying Good Governance Principles on Job Satisfaction among Public Sector Employees in Jordan,” Open J. Bus. Manag., vol. 09, no. 01, pp. 1–31, 2021, doi: 10.4236/ojbm.2021.91001.

P. . Spector, “Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey,” Am. J. Community Psychol., vol. 13, no. 6, pp. 693–713, 1985, doi: https://doi.org/10.1007/BF00929796.

M. S. Jex and W. . Britt, Organizational Psychology: a scientist-practitioner approach, 2nd ed. New Jersey: John Wiley & Sons, inc, 2008.

K. Anupama, “Hypothesis Types and Research,” Int. J. Nurs. Sci. Pract. Res., no. August, 2018, doi: 10.37628/ijnspr.v4i2.812.

M. Bremer, “Multiple Linear Regression,” 2012.

A. Klein, C. Gerhard, R. Büchner, S. Diestel, and K. Schermelleh-Engel, “The Detection of Heteroscedasticity in Regression Models for Psychological Data,” Psychol. Test Assess. Model., vol. 58, no. 4, p. 567, 2016.

Downloads

Download data is not yet available.

##plugins.themes.bootstrap3.article.details##

How to Cite
Sabila, Y., & Febriansyah, H. (2021). The Impact of Psychological Capital Towards Job Satisfaction During COVID-19 Pandemic (Case Study at Government Institution in Cilegon City, Indonesia). European Journal of Business and Management Research, 6(4), 294-301. https://doi.org/10.24018/ejbmr.2021.6.4.997