Job Resources and Strengths Use in Relation to Employee Performance: A Contextualized View

Job resources play a prominent role in employee performance literature, yet a fine-grained understanding of how resources are relevant for several performance types is still needed. Relying on the Job Demands-Resources and Conservation of Resources theories, the present study addresses this call in two ways. First, it examines the predictive effect of four job resources (i.e., role clarity, feedback, autonomy, and opportunities for development) on nine types of performance (i.e., proficiency, adaptivity, and proactivity as an individual, team, and organization member). Second, it tests the moderator role of strengths use in these relationships. Data was gathered from a sample of Romanian employees (N = 332) and analyzed via hierarchical multiple linear regression. The results indicate that the selected job resources are, indeed, predictors of different types of employee performance and not in a unitary manner. Role clarity and feedback appear to be the most relevant predictors for various performance types, while autonomy seems to be the least important. Also, strengths use moderates these relationships, but in a reinforcing manner only regarding opportunities for development. The interaction of strengths use with role clarity and feedback renders the latter two obsolete, indicating that individual strategies may act as substitutes for job resources. These findings add to the Job Demands-Resources theory's versatile nature and provide more clarity to practitioners who plan interventions to enhance specific performance types, taking individual strategies into account.