How to foster employee quality of life: The role of employee performance management and authentic leadership |
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| Institution: | 1. Department of Marketing, Innovation and Organisation, Research Group HRM and Organisational Behaviour, Faculty of Economics and Business Administration, Ghent University, Campus Tweekerken – Hoveniersberg, Tweekerkenstraat 2, Gent, Belgium;2. Department of Public Governance, Management and Finance, Faculty of Economics and Business Administration, Ghent University, Campus Mercator, Henleykaai 84, Ghent, 9000, Belgium;1. Prevention Research Center, Arnold School of Public Health, University of South Carolina, Columbia, SC, 29208, USA;2. Department of Health Promotion, Education, and Behavior, Arnold School of Public Health, University of South Carolina, Columbia, SC, 29208, USA;3. Department of Exercise Science, Arnold School of Public Health, University of South Carolina, Columbia, SC, 29208, USA;4. Department of Health Education and Behavior, College of Health and Human Performance, University of Florida, Gainesville, FL, 32611, USA;5. Department of Health Policy Management, Harvard T.H. Chan School of Public Health, Harvard University, Boston, MA, USA;6. South Carolina Conference of the United Methodist Church, Columbia, SC, 29203, USA;1. Rutgers, The State University of New Jersey, School of Social Work, 360 Martin Luther King Jr. Boulevard, Newark, NJ, 07102, United States;2. Rutgers, The State University of New Jersey, School of Social Work, United States;1. Dep. of Management and Law, Faculty of Economics, University of Rome Tor Vergata, Via Columbia, 2, 00133, Rome, Italy;2. Cranfield University, School of Management, Cranfield, Bedford, MK43 0AL, UK;3. Institute of Management, Scuola Superiore Sant’Anna, 56127, Pisa, Italy |
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| Abstract: | Although employee performance management (EPM) enhances performance, the effects that these systems have on employee quality of life remain unclear. Such information is particularly relevant for ‘vulnerable’ workers, whose employment situation has the potential to alter their social and economic position in life. Based on data gathered from 111 leaders and 547 vulnerable workers in 36 social profit organizations, multilevel regression analysis demonstrates that EPM is related to vulnerable workers’ quality of life. Moreover, authentic leadership and psychological empowerment buffer the negative relationship between EPM and vulnerable workers’ quality of life. These findings imply that organizations that employ vulnerable workers need authentic leaders to foster a positive impact not only on performance through EPM but also on vulnerable workers’ quality of life. In addition, organizations can also pursue vulnerable workers’ psychological empowerment by providing tasks that are meaningful to them and in which they experience self-efficacy to reduce the potential negative effects of EPM on vulnerable workers’ quality of life. |
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| Keywords: | Employee performance management Authentic leadership Psychological empowerment Quality of life Vulnerable workers |
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