RELATIONSHIP BETWEEN JOB PERFORMANCE, WELL-BEING, JUSTICE, AND ORGANIZATIONAL SUPPORT: A MULTILEVEL PERSPECTIVE

• Autor(a) principal: FOGAÇA,NATASHA
• Data de Publicação: 2021
• Outros Autores: COELHO JUNIOR,FRANCISCO A., PASCHOAL,TATIANE, FERREIRA,MARIO C., TORRES,CAMILA C.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: RAM. Revista de Administração Mackenzie
• Texto Completo: http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1678-69712021000400302
• topic: Collective perceptions; Individual job performance; Well-being at work; Organizational justice; Organizational support

ABSTRACT Purpose: This research was based on the "happy, productive worker" hypothesis. The objective was to analyze the predictive relationships, through a multilevel approach, between the variables well-being at work, organizational justice, organizational support, and the dependent variable individual job performance. Originality/value: The multilevel study of individual job performance and its relations with well-being and organizational variables are still a current gap in the literature, as well as the possibility of testing whether well-being at work can be considered a collective phenomenon. The presence of organizational support in the model, operationalized at the team level, represents an important contribution to the development of theories focused on teams' roles in organizations, especially their impact on organizational variables. Design/methodology/approach: Considering the proposed analysis at two different levels, a multilevel design model was adopted. The final sample consisted of 730 individuals and 32 units. The data were collected through a questionnaire composed of four previously validated scales. Data analysis followed the six steps proposed by Hox, Moerbeek, and Schoot (2017) for multilevel models for each of the samples. Findings: The explanatory model presented a predictive relationship between achievement (well-being at work factor), operationalized as an individual-level variable, and individual job performance; a predictive relationship between interactional justice, also operationalized as an individual-level variable, and individual job performance, and a predictive relationship between collective perceptions of organizational support, operationalized as a team-level variable, and individual job performance.