The effects of positive affect, person-job fit, and well-being on job performance

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Yi-Chang Lin
Chien Yu
Chin-Cheh Yi
Cite this article:  Lin, Y., Yu, C., & Yi, C. (2014). The effects of positive affect, person-job fit, and well-being on job performance. Social Behavior and Personality: An international journal, 42(9), 1537-1548.


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Our aims in this study were to examine the positive affect and person-job fit of team members and the effect of their sense of well-being on their job performance. Participants were 212 employees of 10 life insurance companies in Taiwan. We developed a survey to measure employees’ positive affect, person-job fit, well-being, and job performance. Results showed that the employees’ positive affect had a positive effect on both their sense of well-being and job performance, there was a highly significant positive correlation between person-job fit and well-being, and both well-being and person-job fit had positive effects on job performance. In addition, individuals’ positive affect may have directly affected the quality of their job performance and well-being through the indirect effect of the quality of job performance, and person-job fit may have directly affected the quality of job performance, and indirectly affected the quality of job performance through well-being. Therefore, we suggested that managers should emphasize employee positive affect to increase individual employee sense of well-being, thus synchronizing job demands and individual capabilities to improve job performance.

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