Impact of Future Work Self on Employee Workplace Wellbeing: A Self-Determination Perspective.

Zhongqiu Li,Xue Zhang,Yang Yang,Zhuo Lyu

doi:10.3389/fpsyg.2021.656874

Zhongqiu Li, Xue Zhang + Show 2 more

Open Access

https://doi.org/10.3389/fpsyg.2021.656874

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Abstract

This study examines the association between future work self and employee workplace wellbeing by proposing a moderated mediation model. On the basis of the self-determination theory, self-management is identified as the mediator, and person–organization fit is recognized as the moderator in this study. We collected two waves of data from 239 Chinese employees. The results of the analysis revealed that the future work self is related to greater employee workplace wellbeing, and self-management mediates the links between them. We also found that the person–organization fit strengthens the positive relationship between future work self and self-management, and the indirect effect of future work self on employee workplace wellbeing through self-management. The results of this study extend the antecedents of employee workplace wellbeing and highlight the importance of future work self in current work-related output.

Highlights

Humans tend to desire and pursue a better experience, such as wellbeing (Wiklund et al, 2019), especially in the new economic era with rising living standards
We further suggested that the impact of future work self on self-management leads to increased employee workplace
The statistics show an acceptable fit of the hypothesized four-factor model comprising future work self, self-management, employee workplace wellbeing, and person– organization fit, which was better to the alternative models (i.e., χ2 = 71.46, df = 24, CFI = 0.95, TLI = 0.92, RMSEA = 0.01, SRMR = 0.04)

Summary

Introduction

Humans tend to desire and pursue a better experience, such as wellbeing (Wiklund et al, 2019), especially in the new economic era with rising living standards. Employee workplace wellbeing, which can be viewed as positive sentiments experienced at work, can be used as an indicator to measure the mental health of staff in an organization (Chari et al, 2018) and is very important for ensuring the success of an organization (Daniels and Harris, 2000; Su and Swanson, 2019). Studies have shown that employee workplace wellbeing can affect attitudes and behaviors (Sharma et al, 2016), such as supportive green behaviors (Su and Swanson, 2019), loyalty (Chiu et al, 2013), and turnover intention (Gong et al, 2018). The study on employee workplace wellbeing has continued to increase over the past few decades

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