Entrepreneurial well-being and performance: antecedents and mediators.

Entrepreneurial well-being is tied to increasing firm performance because entrepreneurs possess additional resources to invest in their businesses. However, research integrating antecedents, specific mechanisms related to the emergence of entrepreneurial well-being (EWB), and performance is scarce. Furthermore, the collective impact of their roles as entrepreneurs and individuals outside the work context is yet to be investigated concerning venture performance. The present study addresses these issues by presenting and testing a comprehensive model employing entrepreneurs' psychological capital as an antecedent of EWB and, indirectly, performance. We investigate this relationship through a serial mediation mechanism enabled by work engagement and entrepreneurial satisfaction regarding entrepreneurs' work roles. Also, we employ work-life balance and mental health as mediators regarding their home roles. Drawing on data from 217 Romanian entrepreneurs, structural equation modeling analyses supported our model. PsyCap was a precursor of entrepreneurial satisfaction both directly and through work engagement. Also, PsyCap predicted entrepreneurs' mental health directly and through work-life balance. Furthermore, both EWB components - entrepreneurial satisfaction and mental health - were associated with business performance. Hence, our model provides valuable insights regarding the interplay between entrepreneurs' work and home roles and their relation to EWB and venture performance. It also provides the basis for future interventions that can psychologically prepare entrepreneurs to be successful in their entrepreneurial endeavors.

Autonomy and Performance: Proactive Vitality Management and Work Engagement as Sequential Mediators of the Relationship.

A current trend in organizational job design is to provide employees increased autonomy to enhance their performance. Using the Job Demands-Resources (JD-R) theory as a working framework, the present study proposes proactive vitality management and work engagement as sequential mediators of this relationship. Thus, we test a parsimonious model that encompasses both individual strategies (i.e., proactive vitality management) and affective-cognitive (i.e., work engagement) factors as explanatory mechanisms in the link between autonomy and performance. Data from 256 Romanian employees were gathered and analyzed via structural equation modeling. The results provided support to our model. Specifically, we found proactive vitality management and work engagement to fully mediate the relationship between autonomy and performance. As such, our model validates the theoretical assumption of the JD-R theory that employees who engage in individual strategies (i.e., proactive vitality management) can capitalize on existing job resources (i.e., autonomy) to increase their well-being (i.e., work engagement) and performance. Furthermore, by identifying proactive vitality management as a mediator in the relationship between autonomy and performance, we provide practitioners with a set of proactive behaviors that can complement resource-replenishing activities (e.g., coffee break) in securing and sustaining high energy levels at work.

Proactive Vitality Management, Work-Home Enrichment, and Performance: A Two-Wave Cross-Lagged Study on Entrepreneurs.

This study provides a cross-lagged examination of the relationships between proactive vitality management, work-home enrichment, and entrepreneurial performance. Specifically, based on the Job Demands-Resources and Conservation of Resources theories, we postulate a mediation model where proactive vitality management leads to entrepreneurs transferring resources developed in their work role to thrive in their home role (i.e., work-home enrichment), resulting in augmented entrepreneurial performance. The hypotheses were tested with data collected at two time points, 1 onth apart-T1 (N = 277) and T2 (N = 249), from Romanian entrepreneurs. We analyzed autoregressive, causal, reversed, and reciprocal models to test the mediation model. In the linkage between predictor and outcome variable, the reversed model is the best-fitting model, showing that proactive vitality management is only a distal precursor of performance. However, the best-fitting models for the relationship between predictor and mediator and between mediator and outcome were the reciprocal models. Thus, proactive vitality management and work-home enrichment have reciprocal effects on each other over time, as was the case between work-home enrichment and entrepreneurial performance. These results are in line with the resource gain cycle perspective of the Conservation of Resources theory. Employing proactive behaviors to optimize functioning at work enables the transfer of resources to the home role. Potentiating one role through aspects of another will thus generate additional resources reflecting on entrepreneurial performance. Hence, this study provides insights into precursors and mechanisms that can shape entrepreneurial performance.

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.