How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics
| Autor: | Francesco Montani, Jean-Sébastien Boudrias, Christian Vandenberghe |
|---|---|
| Přispěvatelé: | Jean-Sébastien Boudrias, Francesco Montani, Christian Vandenberghe |
| Jazyk: | angličtina |
| Rok vydání: | 2021 |
| Předmět: |
Canada
Social resource Health Toxicology and Mutagenesis lcsh:Medicine 050109 social psychology Article Task (project management) Empirical research 0502 economics and business 0501 psychology and cognitive sciences Practical implications Motivation 05 social sciences Perspective (graphical) lcsh:R job characteristics Public Health Environmental and Occupational Health psychological wellbeing Job complexity proactive performance Test (assessment) leader-member exchange team-member exchange Positive relationship Psychology Social psychology 050203 business & management |
| Zdroj: | International Journal of Environmental Research and Public Health, Vol 18, Iss 2492, p 2492 (2021) International Journal of Environmental Research and Public Health Volume 18 Issue 5 |
| Popis: | Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed. |
| Databáze: | OpenAIRE |
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