Abstract
Sustaining employees’ well-being and high performance at work is a challenge for organizations in today’s highly competitive environment. This study examines the dynamic reciprocal relationship between the variability in office workers’ eudaimonic well-being (i.e., activity worthwhileness) and their extra-role performance. Eighty-three white-collar employees filled in a diary questionnaire twice a day, once in the morning and once in the afternoon, on four consecutive working days. The results show that eudaimonic well-being displays clear variability in a short time frame. In addition, Bayesian Multilevel Structural Equation Models (MSEMs) reveal a significant positive relationship between the levels of state eudaimonic well-being in the afternoon and the increase in the levels of state extra-role performance from that afternoon to the next morning. Moreover, the overall levels of self-reported state eudaimonic well-being across the diary measurements are significantly and positively related to the overall levels of extra-role performance assessed by the supervisor during the diary measurement. Finally, there is a significant negative relationship between the amount of intra-individual variability in state eudaimonic well-being during the week and the overall levels of self-rated state extra-role performance during the same week. These findings shed light on the dynamic nature of both the eudaimonic component of well-being and performance, highlighting the importance of eudaimonic well-being for extra-role performance and expanding the happy-productive worker thesis. The results suggest that the daily eudaimonic experience of meaning at work should complement the experience of hedonic well-being because it is an important factor in achieving better and more sustainable employee performance on a daily basis.
Highlights
In organizations, psychologists have often tried to focus on both employees’ performance and well-being in order to achieve sustainable well-being and performance over time [1] and a fair exchange between workers and their organizations
This study aims to: 1) shed light on the extent to which state eudaimonic well-being displays short-term fluctuations; 2) uncover the causal dynamic and reciprocal relationship between state eudaimonic wellbeing and state extra-role performance; and 3) discover whether intra-individual variability in state eudaimonic well-being is discernable by the employee and by others, in that it can be perceived through changes in the overall performance levels
State eudaimonic well-being had a mean ICC1 for its items of .70, indicating that 70% of the variance in state eudaimonic well-being was betweenperson variation, whereas 30% lied within persons
Summary
Psychologists have often tried to focus on both employees’ performance and well-being in order to achieve sustainable well-being and performance over time [1] and a fair exchange between workers and their organizations. For this reason, the happy-productive worker thesis, which postulates that “happy” workers should have better performance than. Dynamics of eudaimonic well-being and performance http://www.ceice.gva.es/documents/161863198/ 163738122/PROMETEO12_15_Resolucion_ Renovacion_C.pdf. Marie Sklodowska Curie postdoctoral fellowship (individual fellowship, project nr 745947 “Starflict”). Marie Sklodowska Curie postdoctoral fellowship (individual fellowship, project nr 745947 “Starflict”). https://www.cordis. europa.eu/project/rcn/209534_en.html
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