Abstract
ABSTRACT Purpose: This research was based on the "happy, productive worker" hypothesis. The objective was to analyze the predictive relationships, through a multilevel approach, between the variables well-being at work, organizational justice, organizational support, and the dependent variable individual job performance. Originality/value: The multilevel study of individual job performance and its relations with well-being and organizational variables are still a current gap in the literature, as well as the possibility of testing whether well-being at work can be considered a collective phenomenon. The presence of organizational support in the model, operationalized at the team level, represents an important contribution to the development of theories focused on teams' roles in organizations, especially their impact on organizational variables. Design/methodology/approach: Considering the proposed analysis at two different levels, a multilevel design model was adopted. The final sample consisted of 730 individuals and 32 units. The data were collected through a questionnaire composed of four previously validated scales. Data analysis followed the six steps proposed by Hox, Moerbeek, and Schoot (2017) for multilevel models for each of the samples. Findings: The explanatory model presented a predictive relationship between achievement (well-being at work factor), operationalized as an individual-level variable, and individual job performance; a predictive relationship between interactional justice, also operationalized as an individual-level variable, and individual job performance, and a predictive relationship between collective perceptions of organizational support, operationalized as a team-level variable, and individual job performance.
Highlights
The “happy, productive worker” hypothesis has been extensively studied, and the search for possible relationships between these phenomena is seen as the “Holy Grail” of organizational behavior research
The objective was to analyze the predictive relationships, through a multilevel approach, between the variables well-being at work, organizational justice, organizational support, and the dependent variable individual job performance
Based on the Hawthorne effect (Mayo, 1933) and in the hypothesis “happy, productive worker”, the objective of this research is to analyze the predictive relationships, through a multilevel approach, between the variables well-being at work, organizational support, organizational justice, and the dependent variable individual job performance
Summary
The “happy, productive worker” hypothesis has been extensively studied, and the search for possible relationships between these phenomena is seen as the “Holy Grail” of organizational behavior research It is an old issue, the relationship between job performance and happiness still represent a gap in the literature and remain relevant and challenging in human resources management (Guerci, Hauff, & Gilardi, 2019; Hauff, Guerci, & Gilardi, 2020; Warr & Nielsen, 2018). Studies suggest that emotions and moods at work, contemplated in affective measures, consist of the central dimension of well-being and are more strongly related to job performance (Demo & Paschoal, 2016; Warr & Nielsen, 2018) Another gap in studies on the relationship between happiness and productivity concerns the level of analysis that is exclusively individual. It is important to emphasize that this relationship is not always right, because for a group to be happy and productive at the same time, other variables may be immersed in this process, an example of which would be social resources (teamwork, coordination, cohesion, supportive team atmosphere) that produced a mediating effect on a happy, more productive group relationship
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