Which personal values matter most? Job performance and job satisfaction across job categories

Abstract

Purpose As one of the first studies in this field, the purpose of this paper is to explore the effect of personal values on job performance and job satisfaction across different jobs. Further, it aims to identify personal value types that are positively, or negatively, related to behavioural and attitudinal outcomes in different job categories. Design/methodology/approach Based on a sample of 270 participants across several job categories including finance, accounting, marketing, sales, HR (human resources), operations and information technology (IT), this research explores the relationship between personal values, job performance and job satisfaction across the listed job categories. Ordinary least square (OLS) stepwise-regression and partial least square (PLS) regression were used in analysing the results. Findings Findings showed that for some of the jobs examined, different types of personal values were associated with different worker outcomes. Originality/value This research study identifies sets of personal values that are suited to some jobs more than others in terms of job performance and job satisfaction outcomes. Moreover, this research demonstrates the importance of controlling for job categories in future research models that investigate the links between values, performance and satisfaction.

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

“…In line with SDT, we found that both hedonic well-being and eudaimonic well-being enhanced employees’ affective commitment, which, in turn, led them to perform better in their jobs. Our study addresses recent calls for research to understand better how psychological well-being influence employees’ performance at work (Huang et al , 2016), and adds to a growing body of work, which confirms the importance of psychological well-being in promoting work-related attitudes and behaviors (Devonish, 2016; Hewett et al , 2018; Ismail et al , 2019). Further, we have extended the literature on employee affective commitment, highlighting that psychological well-being is an important antecedent of employee’ affective commitment and thereby confirming previous research by Aboramadan et al (2020) on the links between affective commitment and job performance.…”

“…Crucially, to advance job performance research, more work is needed to examine the relationship between employees’ psychological well-being and their job performance (Ismail et al , 2019). As Salgado et al (2019) elaborated, we need to consider how an employees’ well-being affects ones’ performance at work.…”

“…Thus, addressing the gap mentioned above, this study has two-fold objectives; First, to examine how the path between psychological well-being and job performance is mediated through employee affective commitment. The reason to inquire about this path is that well-being is associated with an employees’ happiness, pleasure and personal growth (Ismail et al , 2019). Therefore, higher the well-being, higher will be the employees’ affective commitment, which, in turn, will lead to enhanced job performance.…”

Individual Work Performance Management Model

“…According to [15,[17][18] CDM positively impacts on IWP, job satisfaction, and PWB. IWP has a positive impact on employees' job satisfaction and PWB has a positive impact on job satisfaction [14,20]. Individuals who are more individually successful in their work are also more satisfied at the workplace.…”

“…Research shows that employee satisfaction is largely based on PWB at work and that satisfaction at work and PWB occur more when individuals feel they are performing better than usual [9]. Outcomes of a better fit between the employee and the job include better job performance and higher job satisfaction and the employees with a positive PWB are more satisfied with their work [14].…”