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    Extending the ‘Happy Performing Managers’ Thesis: Key Drivers and Mediators of Managers’ Contextual Performance

    Access Status
    Fulltext not available
    Authors
    Hosie, Peter
    Sharma, Piyush
    Kingshott, Russel
    Date
    2016
    Type
    Conference Paper
    
    Metadata
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    Citation
    Hosie, P. and Sharma, P. and Kingshott, R. 2016. Extending the ‘Happy Performing Managers’ Thesis: Key Drivers and Mediators of Managers’ Contextual Performance. In BAM2016: Thriving in Turbulent Times, 6-8 Sep 2016, Newcastle University. British Academy of Management (BAM).
    Source Conference
    BAM2016: Thriving in Turbulent Times. British Academy of Management (BAM) Annual Conference
    Faculty
    Faculty of Business and Law
    School
    School of Marketing
    URI
    http://hdl.handle.net/20.500.11937/75104
    Collection
    • Curtin Research Publications
    Abstract

    Organizational and behavioural scholars have a long fascination with the ‘happy–productive worker thesis.’ Despite mixed empirical evidence, there is general support for the idea in both academic and applied literatures. A refined and extended version of this debate, namely the ‘happy–performing managers’ thesis’, tests the impact of job-related affective antecedents (affective wellbeing and affective job satisfaction) and role stressors (ambiguity, conflict, overload) on the contextual performance (volunteering, following, persisting, helping, endorsing) on Australian managers. The measurement and structural models indicate support for the relationship between these variables. Job-related affective wellbeing and affective job satisfaction fully mediate the impact of role overload on contextual performance. These findings have the potential to enhance managerial performance in organizations, particularly those experiencing rapid economic growth and transformation. An important aspect of human behaviour is investigated that informs the broader debate on what determines job performance.

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