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Abstract
Just as we can speak of different personality traits, it is also possible to identify distinct motivational traits, which may be related to a series of organizational consequences. In this sense, understanding how these traits are related to workers performance is fundamental. Specifically, the purpose of this study is to test the mediating role of psychological capital in the relationship between such traits and organizational citizenship behaviors and counterproductive work behaviors, which is expected to be more significant in the first case. The study was carried out using a panel design, with a sample group of Spanish employees aged over 40 (n = 741), in two waves (with a 4-month interval). The results support the hypothesis that psychological capital resources may play a mediating role in some of the relationships explored and that approach orientation traits are mainly related to a better performance, fostering organizational citizenship behaviors and diminishing counterproductive work behavior. The findings show that employees who develop their personal resources may have a positive impact on their organizations. The implications of this study for counseling practices are discussed.
Highlights
On what does employee performance depend? Many academics and organizations have sought to answer this question, not merely with a view to identifying causes, and in order to achieve a real impact and improve performance
The highest correlations are revealed between the motivational traits underlying the main traits
Asmediation in the hypothesis previous model, the results reveal no direct relationship between, which determine that competitiveness and organizational citizenship behaviors (OCBs), but the direct effect on counterproductive work behaviors (CWBs) is confirmed by the data
Summary
On what does employee performance depend? Many academics and organizations have sought to answer this question, not merely with a view to identifying causes, and in order to achieve a real impact and improve performance. (a) average workers’ age is increasing [1] and many of them remain in the workforce beyond retirement age [2], while capacities and motivations vary throughout a person’s life [3,4]; (b) performance is important at an organizational level, it influences people’s self-concept and self-esteem [5];. (c) performance may be related to a desire to keep working for longer [6]; and (d) not everyone performs under the same conditions or for the same reasons [7]. Work motivation is understood here as one of the basic pillars for studying performance. The present study is based on the idea that people differ on motivational traits, Int. J. Public Health 2020, 17, 4864; doi:10.3390/ijerph17134864 www.mdpi.com/journal/ijerph
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