Positive Work-Related Identity as a Mediator of the Relationship between Compassion at Work and Employee Outcomes

Abstract

Our purpose in this study was to examine an explanation of how experienced compassion relates to employee outcomes, such as affective organizational commitment, organizational citizenship behavior, and turnover intention. The model tested suggests that compassion at work influences these organizational outcomes by developing positive work‐related identity, which in turn prompts employees to accelerate affective commitment toward their organizations and organizational citizenship behavior, while at the same time decreasing turnover intention. The findings of our study demonstrate that compassion at work is an antecedent to positive work‐related identity, which in turn fully mediates the relationship between compassion at work and organizational outcomes (i.e., affective organizational commitment, organizational citizenship behavior, and turnover intention).

Compassion and Job Performance: Dual-Paths through Positive Work-Related Identity, Collective Self Esteem, and Positive Psychological Capital

“…In addition, they are likely to experience positive interactions with other organizational members [20], resulting in high collective self-esteem. Past studies demonstrated that positive work-related identity increases an employee's affective commitment [10,16,19,21]. These positive and affective reactions enable employees to shape their social identities as a part of the workgroup they belong to.…”

“…This study seeks to advance our knowledge of the mechanisms underlying workplace compassion and improved job performance. First, by extending Moon et al (2016), we test for the dual mediation effects of positive work-related identity and collective self-esteem in the relationship between compassion and job performance [16]. By doing so, we aim to provide a much clearer picture of how workplace compassion helps employees achieve higher job performance.…”

“…The job demands-resources (JD-R) model suggests that social support is an important situational factor that buffers an employee's drainage in psychological resources, which is integral for keeping them engaged at work, which, in turn, helps them achieve their work goals [34,37,38]. Employees who experience compassion at work are likely to perceive that their coworkers provide them with social support because coworkers care about and actively respond to their pain at work with warmth and kindness [16,39]. That is, coworkers who express care and warmth for others act as contextual resources to those who experience suffering at work.…”

“…Moon et al (2016) also demonstrated that, from a sample of service employees, experiencing compassion at work leads to higher job performance by increasing employee creativity and by reinforcing positive work-related identity [16]. However, most studies were conducted by using unique samples, such as nurses [14] or service employees [16]. Hence, to further confirm and generalize previous findings, additional study is needed.…”

“…For example, Chu (2014) showed that, using the example of a nurse, positive moods mediate the relationship between compassion and job performance [14]. Moon et al (2016) also demonstrated that, from a sample of service employees, experiencing compassion at work leads to higher job performance by increasing employee creativity and by reinforcing positive work-related identity [16]. However, most studies were conducted by using unique samples, such as nurses [14] or service employees [16].…”