Abstract
Few conundrums have captured and held the imagination of organizational researchers and practitioners as has the ‘happy productive worker’ thesis, or the proposition that ‘a happy worker is a good worker’. This thesis is revisited by investigating the impact of job-related affective well-being and intrinsic job satisfaction on Australian managers’ performance. Decades of research have been unable to establish a strong link be-tween intrinsic job satisfaction and performance. Despite mixed empirical evidence, there is support in the literature to suggest that a relationship exists between affective well-being, intrinsic job satisfaction and managers’ performance. Affect has rarely been used as a predictor of managers’ job performance outcomes. Indicators of their affective well-being and intrinsic job satisfaction were shown to predict dimensions of their contextual and task performance.
Published Version
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