Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Eissa M.I. Elhamalawi,Yasir Mansoor Kundi,Subhan Shahid,Mohammed Aboramadan

doi:10.1108/ijoa-05-2020-2204

Abstract

PurposeGiven the importance of employee psychological well-being to job performance, this study aims to investigate the mediating role of affective commitment between psychological well-being and job performance while considering the moderating role of job insecurity on psychological well-being and affective commitment relationship.Design/methodology/approachThe data were gathered from employees working in cellular companies of Pakistan using paper-and-pencil surveys. A total of 280 responses were received. Hypotheses were tested using structural equation modeling technique and Hayes’s Model 1.FindingsFindings suggest that affective commitment mediates the association between psychological well-being (hedonic and eudaimonic) and employee job performance. In addition, perceived job insecurity buffers the association of psychological well-being (hedonic and eudaimonic) and affective commitment.Practical implicationsThe study results suggest that fostering employee psychological well-being may be advantageous for the organization. However, if interventions aimed at ensuring job security are not made, it may result in adverse employee work-related attitudes and behaviors.Originality/valueThe study extends the current literature on employee well-being in two ways. First, by examining psychological well-being in terms of hedonic and eudaimonic well-being with employee work-related attitude and behavior. Second, by highlighting the prominent role played by perceived job insecurity in explaining some of these relationships.

Highlights

Does the employee well-being have important implications both at work and for other aspects of an employees’ life? ! For years, we have known that they impact life at work and a plethora of research has examined the impact of employee well-being on work outcomes (Karapinar et al, 2019; Turban and Yan, 2016)
The study results suggest that fostering employee psychological well-being may be advantageous for the organization
The results showed that employees with high levels of perceived job insecurity reduce the positive relationship of psychological well-being and affective commitment

Summary

Introduction

Does the employee well-being have important implications both at work and for other aspects of an employees’ life? ! For years, we have known that they impact life at work and a plethora of research has examined the impact of employee well-being on work outcomes (Karapinar et al, 2019; Turban and Yan, 2016). Evidence suggests that employee health and well-being are among the most critical factors for organizational success and performance (Bakker et al, 2019; Turban and Yan, 2016). The organizations’ performance and productivity are tied to the performance of its employees (Shin and Konrad, 2017). Much evidence has shown the value of employee job performance (i.e. the measurable actions, behaviors and outcomes that employee engages in or bring about which are linked with and contribute to organizational goals; Viswesvaran and Ones, 2017) for organizational outcomes and success (Al Hammadi and Hussain, 2019; Shin and Konrad, 2017), which, in turn, has led scholars to seek to understand what drives employee performance. Personality traits (Tisu et al, 2020), job conditions and organizational characteristics (Diamantidis and Chatzoglou, 2019) have all been identified as critical antecedents of employee job performance

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