A self-regulation account of the job performance-job satisfaction relationship
Heidemeier H, Moser K (2019)
Publication Type: Journal article, Original article
Publication year: 2019
Journal
Book Volume: 49
Pages Range: 1313-1328
Journal Issue: 6
DOI: 10.1002/ejsp.2573
Abstract
We present a self-regulation account of the job performance-job satisfaction relationship according to which job performance leads to job satisfaction, if it involves optimal expectancies for successful performance. Using response surface methodology (n = 747 employees), we found that employees who held overly negative (self-effacement) or overly positive self-perceptions of performance (self-enhancement) gained less satisfaction from their jobs. As hypothesized by self-discrepancy theory, self-effacement promoted fear-related negative emotions, whereas self-enhancement was linked to disappointment. Self-enhancers also reported lower trust and reduced satisfaction with interpersonal relationships, which may partly explain why self-enhancement had particularly detrimental effects. Furthermore, among employees high in performance-goal orientation, attaining high normative performance, as indicated by above-average supervisor evaluations, rather than optimal expectancies for success, explained job satisfaction. Our findings support the conclusion that need satisfaction and the ensuing self-regulatory processes determine the shape and the size of the performance-satisfaction relationship.
Authors with CRIS profile
Involved external institutions
Germany (DE)How to cite
APA:
Heidemeier, H., & Moser, K. (2019). A self-regulation account of the job performance-job satisfaction relationship. European Journal of Social Psychology, 49(6), 1313-1328. https://doi.org/10.1002/ejsp.2573
MLA:
Heidemeier, Heike, and Klaus Moser. "A self-regulation account of the job performance-job satisfaction relationship." European Journal of Social Psychology 49.6 (2019): 1313-1328.
BibTeX: Download