Overall Well-Being and Supervisor Ratings of Employee Performance, Accountability, Customer Service, Innovation,
Hao Wu1, Lindsay E Sears, Carter R Coberley
1Center for Health Research, Healthways, Inc, Franklin, Tennessee.
Objective:
The aim of this study was to study the effects of overall well-being and well-being change on six supervisor-rated indicators of employee performance valued by organizations: overall performance, accountability, customer service, innovation, prosocial behavior, and self-development.
Methods:
The current study used two waves of well-being survey data collected over 2 years and supervisor performance ratings for 5691 employees. Ordinary least squares regression was conducted.
Results:
Both well-being at baseline and two-year change in well-being were related to all six supervisor-rated performance dimensions, controlling for other employee characteristics.
Conclusion:
Overall well-being likely functioned as a resource enabling people to successfully perform across the specific areas highly valued by their company. Given this connection, well-being interventions could be used as a means to accomplish improved performance in dimensions that contribute to organizational performance.
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