Neurotic people perform better? The moderating role of job autonomy

Ridolof Wenand Batilmurik, Jappy Fanggidae, Janri Manafe and Tuti Setyorini

Evidence-based HRM, 2025, vol. 14, issue 2, 452-467

Abstract: PurposeThis study examines how neuroticism influences job performance through creativity as a mediator and job autonomy as a moderator.Design/methodology/approachA survey of 215 lecturers in Indonesian universities used established measures for neuroticism, creativity, job autonomy and job performance. Statistical analyses assessed validity, reliability and a moderated mediation model to understand the impact of neuroticism on performance through creativity, moderated by job autonomy.FindingsJob autonomy enhances the link between neuroticism and creativity, while creativity positively influences job performance, highlighting the importance of fostering autonomy and creativity to leverage neurotic traits for better outcomes.Practical implicationsOrganizations can use these insights to design interventions promoting autonomy and creativity, turning neurotic tendencies into drivers of innovation and productivity, enhancing employee potential and organizational success.Originality/valueThis study presents a unique framework elucidating how individual traits and organizational factors interact to influence job performance.

Keywords: Creativity; Job autonomy; Performance; Personality; Neuroticism (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:ebhrm-12-2024-0442

DOI: 10.1108/EBHRM-12-2024-0442

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