Effects of Work Well-Being on the Job Performance of New Generation Employees: A Moderated Mediation Model

Abstract

The new generation employees refers to a group of people born in the late 1970s to the early 1990s. The people born in the 1980s are the intergenerational subjects, they are the main force of the workplace. In order to better manage and guide the social behavior of this group and improve the level of human resource management, it needs to be explored from more perspectives. This paper takes the new generation employees as the research subject, and aims to study the influence of work well-being on job performance, and analyzes the mediating role of willingness to stay and the moderating role of work embedding. Through a questionnaire survey of 319 new generation employees, the results of data analysis showed that work well-being significantly affected job performance, that is, the higher the work well-being of the new generation of employees, the higher the job performance, and the willingness to stay played a partial mediating role at work well-being and job performance. Increasing employees' willingness to stay was beneficial to increasing employee's job performance. Finally, work embedding had a moderating effect on the relationship between willingness to stay and job performance. The higher the level of work embedding, the greater the role of willingness to stay on job performance.