Enhancing psychological capital (PsyCap) to improve job satisfaction and retention: a pilot intervention study

Abstract

Purpose This study aims to examine the effectiveness of a brief, structured intervention aimed at developing psychological capital (PsyCap) to enhance job satisfaction and reduce turnover intention. Grounded in the state–trait framework, the intervention treats PsyCap as a malleable psychological resource that can be strengthened through development efforts. Design/methodology/approach One hundred working individuals participated, split into an intervention group and a non-randomised control group (n = 50 each). The intervention included two workshops and a follow-up session, focusing on self-assessment, goal setting and psychological skills training. PsyCap, job satisfaction and intention to quit were measured before and after the programme. Linear mixed-effects models assessed the effects of group, time and their interaction. Findings Significant interaction effects were found for all outcomes: the intervention group showed greater increases in PsyCap and job satisfaction, and a larger decrease in intention to quit. These findings support PsyCap’s state-like malleability and suggest underlying trait-like stability. Overall, the results highlight the relevance of PsyCap development for improving workplace attitudes. Practical implications While PsyCap interventions may offer promise for HR and leadership use, these conclusions warrant caution due to the non-randomised design, limited sample and lack of follow-up. Further research is needed to confirm their effectiveness and durability. Originality/value This pilot study offers initial controlled data on a PsyCap intervention conducted in an applied setting. While preliminary, the results contribute to the empirical literature on PsyCap development and its potential links to job satisfaction and retention. Findings should be interpreted in light of methodological constraints, and future replication is encouraged.