A Study On The Relationship Between Employees’ Psychological Capital And Job Performance: The Moderating Effect Of Vocational Delay Of Gratification

By investigating and analyzing545employees’ questionnaires ofPsychological Capital Questionnaires（《PCQ-twenty four》）、Vocational Delay ofGratification Questionnaires and Job Performance Questionnaires, this article notonly discusses the present status of employees’ vocational delay of gratification andthe impact of several demographic variables, also explores the relationship betweenthree variables of vocational delay of gratification, psychological capital and jobperformance. Based on such conclusions, the anther attempts to reveal the effectsthat vocational delay of gratification has on employees’ psychological capital andjob performance, in order to provide some useful direction of how to rationallydevelop employees’ vocational delay of gratification and performance review forenterprise managers. The main research results are listed as followings:(1) The three questionnaires of Psychological Capital Questionnaires（《PCQ-twenty four》）、Vocational Delay of Gratification Questionnaires and JobPerformance Questionnaires all have satisfying reliability and validity.(2) The level of employees’ vocational delay of gratification is high. In termsof employees’ vocational delay of gratification, there have no differences on gender,education, enterprise nature or location of enterprise. However, on several variablesit does indicate significant differences, such as age, marital status, workingseniority (counting from the first job), working department, and working position.Specifically speaking, employees who are between36and45are more likelyto choose working delay of gratification than under25and between25and36.Compared to employees who work at least three years, those who work less thanone year and one to three years would rather not to choose working delay ofgratification. Unmarried employees are more likely to choose vocational delay ofgratification and working delay of gratification than married employees. Besides,employees working in different department, indicates different level of workingdelay of gratification and vocational delay of gratification. So do employees in different working position. That is, managers, rather than staff, show higherintention of working delay of gratification and vocational delay of gratification.(3) There is a significant correlation between employees’ psychological capital,vocational delay of gratification and job performance. The correlation is as follows:employees’ psychological capital and job performance are significantly positivecorrelated(r=0.45, P<0.01), and psychological capital has good predictive effectsof job performance. Vocational delay of gratification and job performance relate toeach other intensely（r=0.45，p<0.01）and vocational delay of gratification hassignificant predictive effects of job performance. Psychological capital not onlyrelates to job performance positively (r=0.60, P<0.01), and has significantpredictive effects of job performance. Several factors could predict jobperformance, namely, working delay of gratification, career delay of gratification,self-efficacy, resilience and optimistic, self-efficacy predicts job performance best.(4) Psychological capital can predict and influence job performance directly,also indirectly influence job performance through vocational delay of gratification,working delay of gratification, and career delay of gratification. That is to say,vocational delay of gratification, working delay of gratification, and career delay ofgratification plays a significant part of the intermediary role between psychologicalcapital and job performance.