The Relationship Between Financial Stress and Job Performance in China: The Role of Work Engagement and Emotional Exhaustion
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wei2024 - p. 2905
Financial stress is defined as an individual’s perception of financial inadequacy and her/his financial concerns and worries.8 It plays a pivotal role in individuals’ lives.9 In addition to psychological well-being, financial stress can also affect behaviour in the workplace.
wei2024 - p. 2906
Therefore, the present study aims to clarify the relationship between financial stress and job performance and contribute to a deeper understanding of the mechanisms underlying the relationship by introducing a moderated mediation model.
wei2024 - p. 2906
As for financial stress, it is a source of work stress and scholars have argued that financial stress is more likely a challenge stressor for employees, which elicit active problem-focused coping style
wei2024 - p. 2907
The Job Demands–Resources (JD–R) model indicates that job demands and job resources activate two different underlying psychological processes.36 Specifically, demanding jobs exhaust employees’ mental and physical resources and may therefore lead to the depletion of energy (ie a state of exhaustion). While, job resources have motivational potential and lead to high work engagement. According to job demandsresources model of employee engagement and burnout, challenge stressors are assumed to activate two process including engagement and exhaustion.24 The JD–R model further proposes that the Interactions between these two process is important for the development of work outcomes.
wei2024 - p. 2908
Three hundred and twenty-one employees were recruited from five companies in Qingdao, Mainland China. The present study investigates five distinct companies operating in diverse sectors, namely, an information technology company, a rubber service company, a robotics company, a property management company, and an investment management company. These selected companies represent a range of industries, providing a relatively comprehensive basis for examining various organizational characteristics, performance metrics, and management practices.
wei2024 - p. 2908
The financial stress scales for this study were developed and compiled based on existing studies.
wei2024 - p. 2909
Responses across the four items were averaged, with higher scores indicating a greater tendency to perceive financial stress. In this research, its Cronbach’s α coefficient was 0.83.
wei2024 - p. 2909
The Job Performance Scale developed by Farh and Cheng is a 4-item questionnaire.48 Representative items were: “My performance always meets the expectations of the leader” and “I always complete job assignments on time”.
wei2024 - p. 2909
The Work Engagement Scale developed by Schaufeli et al consists of 17 items.49 It consisted of three dimensions including vigor, dedication, and absorption. Items are rated from 1 (extremely uncharacteristic) to 5 (extremely characteristic). Responses across the 17 items were averaged, with higher scores indicating higher levels of work engagement.
wei2024 - p. 2909
The MBI-GS (Maslach Burnout Inventory-General Survey) consisted of three dimensions including emotional exhaustion, depersonalization, and personal accomplishment.37,50 In this research, the emotional exhaustion subscale was used. Items are rated from 1 (never) to 7 (every day).
wei2024 - p. 2909
For discriminant validity, four-factor and one-factor models have been tested, and the results revealed that the goodness of fit of four-factor model is better than one-factor model. Moreover, the multivariate multiple regression analysis showed no significant associations between demographic characteristics and job performance; thus, no covariates were included in the following analysis.