scholarly journals Meta-analytic Examination of a Suppressor Effect on Subjective Well-Being and Job Performance Relationship

2021 ◽  
pp. 000-000
Author(s):  
Silvia Moscoso ◽  
Jesús F. Salgado
Keyword(s):  
Job Performance ◽  
Well Being ◽  
Subjective Well Being ◽  
Suppressor Effect

Job Performance and the PERMA Framework of Subjective Well-Being: U.S.-China Multi-Group Comparisons

2020 ◽  
Vol 2020 (1) ◽  
pp. 19567
Author(s):  
William P. Jimenez ◽  
Xiaoxiao Hu ◽  
Rebecca Garden ◽  
Xiaofei Xie
Keyword(s):  
Job Performance ◽  
Well Being ◽  
Subjective Well Being ◽  
Group Comparisons

scholarly journals How a leader’s status distance stimulates employee job performance

2019 ◽  
Vol 8 (6) ◽  
pp. 116-128
Author(s):  
Sagarika Irangani ◽  
Zhiqiang Liu ◽  
Weedige Sampath Sanjeewa
Keyword(s):  
Job Performance ◽  
Team Member ◽  
Well Being ◽  
Survey Study ◽  
Curvilinear Relationship ◽  
Subjective Well Being ◽  
Team Members ◽  
Member Exchange ◽  
The Cost

Status is an important circumstance for  People’s subjective “well-being, self-esteem, and mental and physical health”. The paper aimed to test how leader status stimulates the quality of employee job performance in the organization. We argue that in spite of the benefits of having low-status distance who be faced with a comparable loss of status individuals experience more “self-threat” and hence status is threatened tend to engage in disruptive behavior to deliberately inflicts others through actions such as disapproving and acting unkindly. consequently, when the leader -Team member relationship is worse less perception of leader provided less performance of team members and relatively more perception offered to better performance of employees. We investigated these assumptions involving 240 employees (N = 240). Our findings help to explain why leaders sometimes challenge others who present an immediate threat to their status. As such, we extend theorizing on the power distance, organizational bureaucracy, and leader-member exchange. Results from survey study show a curvilinear relationship between status distance and team member job performance, these detectings offer an empirical basis and theoretical inspiration to consider status distance as a critical variable in the possessions of status differences on interpersonal dynamics. Importantly, this work also offers an applicable and timely viewpoint for managers debating the cost and benefits of various hierarchical alignment in organizations.

scholarly journals The Relationship between Happiness, Subjective Well-Being, Creativity and Job Performance of Primary School Teachers in Ramhormoz City

2016 ◽  
Vol 9 (6) ◽  
pp. 45 ◽  
Author(s):  
Zohreh Jalali ◽  
Alireza Heidari
Keyword(s):  
Regression Analysis ◽  
Job Performance ◽  
Primary School ◽  
Pearson Correlation ◽  
Well Being ◽  
Subjective Well Being ◽  
School Teachers ◽  
Primary School Teachers ◽  
Correlational Method ◽  
The Relationship

<p class="apa">The research aimed to investigate the relationship between happiness, subjective well-being, creativity and job performance of primary school teachers in Ramhormoz City. Hence, a sample of 330 individuals was selected through random stratified sampling. The research tools included Oxford Happiness Inventory, Subjective Well-being Scale by Keyes and Magyarmv, Creativity Inventory by Randsip and Patterson Job Performance Inventory. The research employed a correlational method and the data were analyzed using Pearson correlation coefficient and multiple regression analysis. Results indicated that, there is significant relationship between happiness, subjective well-being, creativity and job performance of primary school teachers in Ramhormoz City. The results of regression analysis indicated that, happiness and subjective well-being are the strongest predictors of job performance.</p>

Organizational virtuousness and job performance in Japan: does happiness matter?

2017 ◽  
Vol 25 (4) ◽  
pp. 628-646 ◽  
Author(s):  
Remy Magnier-Watanabe ◽  
Toru Uchida ◽  
Philippe Orsini ◽  
Caroline Benton
Keyword(s):  
Job Performance ◽  
Process Analysis ◽  
Academic Research ◽  
Well Being ◽  
Subjective Well Being ◽  
Content Type ◽  
Front Line Workers ◽  
Japanese Employees ◽  
Conditional Process Analysis ◽  
The Relationship

Purpose This paper aims to examine the effect of subjective well-being, often referred to as happiness, on the relationship between organizational virtuousness and job performance among Japanese employees. The concept of happiness has been receiving more attention over the past decade as research suggests that it may be a source of greater performance. Design/methodology/approach This research uses a questionnaire survey and conditional process analysis among Japanese managers and front-line workers within Japanese firms in Japan. Findings This paper found that positive subjective well-being partially mediates the relationship between general organizational virtuousness and self-management-related job performance, while it acts as a moderator in the relationship between general organizational virtuousness and leadership-related job performance. Practical implications These findings indicate that in the Japanese context, the firm’s investment in organizational virtuousness will increase one part of job performance, but that investment may not be sufficient in itself to positively affect leadership competency, unless it also pays attention to its employees’ positive subjective well-being. Originality/value Based on this growing realization of the importance of subjective well-being, or happiness, and the lack of academic research in Japan on its impact on organization, this paper investigates its effect on employees’ ability to manage their own tasks and lead others.

scholarly journals Organizational virtuousness, subjective well-being, and job performance

2020 ◽  
Vol 12 (2) ◽  
pp. 115-138
Author(s):  
Remy Magnier-Watanabe ◽  
Toru Uchida ◽  
Philippe Orsini ◽  
Caroline F. Benton
Keyword(s):  
Job Performance ◽  
National Culture ◽  
Structural Equation ◽  
Past Research ◽  
Well Being ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Subjective Well Being ◽  
Content Type ◽  
Building Activities

PurposePast research has convincingly shown that higher employee subjective well-being, or happiness, is a source of higher job performance and retention. This paper therefore examines the relationships between organizational virtuousness, subjective well-being, and individual job performance among French and Japanese employees.Design/methodology/approachA questionnaire survey was conducted among Japanese and French managers and staff at Japanese and French domestic companies and structural equation modeling was employed to compare those associations.FindingsWe found that the Japanese and the French have different conceptualizations of organizational virtuousness, suggesting that firms must tailor their virtue-building activities based on the local culture. Subjective well-being is comparatively more important in Japan since it acts in complement to organizational virtuousness to positively affect job performance, while in France, only organizational virtuousness counts as a source of job performance.Research implicationsNational culture is revealed to be a new factor explaining differences in how employees consider organizational virtuousness and we provide evidence of positive associations of organizational virtuousness with positive subjective well-being and with job performance for both the Japanese and the French.Practical implicationsOrganizational virtuousness cannot be construed from a universalistic perspective where virtues are conceptualized on the same basis regardless of location or region, and firms should also consider their employees' individualist or collectivist inclination when trying to influence work outcomes.Originality/valueThese findings point to the role of national culture on the perception of organizational virtuousness and its effect on subjective well-being and job performance.

Sign in / Sign up

Export Citation Format

Share Document