<p>In an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.</p>

Title of Thesis : A study on relationship between project manager behavior and employee job performance in Kaohsiung Rapid Transit building project Name of student: Hui-Wen Cheng Advisor: Dr. Jin-Feng Uen Abstract: The project style organization is normal state in many businesses. The purpose of mission of project is finish job quality by limit budget. Nowadays, Engineering or building project by cooperation to under take a large scale public engineering to resolve problems of plan, design and work. The combinations of project members are provisional, maybe they are work for the different departments for the same company or they work for different companies, maybe they are short-tern workers for project, so the employee source of project is complicated. And there are many important works for building projects, including control budget, plan, and resources distribution properly, so project management is difficult, and project manager¡¦s role is very important. Manager has to share information, trend participated leadership with team and discuss openly to solve problem to complete project. Manager also needs to encourage team members to work together in the project management. This case refers to several references, project manger behaviors defines the following: concern for people, information provide, job goals, external relations and performance rewords.Therefore, project manager behaviors for project organization of members have certain inflation and also has indirectly effect ion. This is a case of KMRT and studies between project manager behavior and employees of job performance including employees of job satisfied, employees of individual personality and job enrichment, etc. It also studies in some circumstances between project manager behavior and employees of job performance. These evidences show as followings¡G 1. Project manager emphasizes information provide and it obviously affect with employees of job performance. 2. Project manager emphasizes concern for people and it obviously affect with employees of job satisfaction. 3. Project manager emphasizes information provide and it obviously affect with employees of job satisfaction. 4. Job enrichment for project manager to emphasize performance and employee of job satisfaction is effective interruptedly. 5. Project employees of different departments for project manager to emphasize concern for people and employee of job satisfaction is effective interruptedly. 6. Age of project employees for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 7. Project employees of different departments for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly. 8. Project employees of different positions for project manager to emphasize external relations and employee of job satisfaction is effective interruptedly.

近年來，金融環境的變遷，使金融業面臨很大的變化，金融業勢必提高非利息收入並發展不耗用資本的業務，因此財富管理業務成為銀行獲利來源重要的一環。理財專員是銀行財富管理業務的軸心，銀行理財專員的遴選便成為一項重要工作。 本研究採用五大人格特質理論的觀點，探討理財專員的人格特質與工作績效的關聯性。本研究以問卷調查方式，採用五大人格特質繁體中文量表，工作績效除了實際手續費收入之外，分為任務績效與脈絡績效，透過發放問卷由理財專員自評，問卷內容分為人口統計變項、五大人格特質量表及工作績效自評量表，研究對象為國內F銀行理財專員共183人，採用量化分析方法包括敘述性統計、皮爾森相關分析及迴歸分析，探討人格特質與工作績效的關聯性，實證結果發現： (1) 人格特質中的「經驗開放性」、「親和性」、「勤勉審慎性」及「外向性」與其工作績效是顯著有相關的，且皆屬於正相關。 (2) 「親和性」的人格特質對理財專員的「任務績效」及「脈絡績效」有正向的影響的。 (3) 「勤勉審慎性」的人格特質對理財專員的三項工作績效指標有正向的影響，而且該特質對於三項工作績效因素構面的影響力皆是最大的。 (4) 「經驗開放性」的人格特質對理財專員的三項工作績效指標有正向的影響。 (5) 「外向性」的人格特質對於理財專員的「脈絡績效」有正向的影響的。 本研究建議個案銀行日後在遴選理財專員時，可優先考慮選擇人格特質中具有「勤 勉審慎性」者，預期未來會有較佳的工作表現。 / In more recent years, changes in the financial environment are significant. Banks have to increase the profits from the non-interest income and develop the business not entailing Regulatory Capital. So the fee incomes from the Wealth Management Section become more important for banks. The financial advisor is the key factor of the Wealth Management Section. The selection of financial advisors is very important for the banks. The study is based on the view of the personality theory of Big-Five factor. The purpose of this study is to find the relationship between the personality traits of financial advisors and the job performance. The study involved a survey, comprised of three sets of questionnaires concerning demographics, Big-five personality and job performance. 183 financial advisors in the domestic F Bank participated in this study. The quantitative analysis of the questionnaires was conducted through descriptive statistics, Pearson correlation and regression analysis were used to indicate the direction and relationship between personality and job performance. The result of this study was showed as following： 1. Four of Big-Five factors including “Extraversion”, “Openness to Experience”, “Agreebleness” and “Conscientiousness” are positively correlated with job performance. 2. The factor “Agreebleness” has a positive effect on “task performance” and “contextual performance”. 3. The factor “Conscientiousness” has a positive effect on “task performance”, “contextual performance” and “fee income”. The factor “Conscientiousness” has the greatest effect on job performance among the Big-Five factors. 4. The factor “Openness to Experience” has a positive effect on “task performance”, “contextual performance” and “fee income”. 5. The factor “Extraversion” has a positive effect on “contextual performance”. Based on the results, the researcher recommends that F Bank select employees with personality trait “Conscientiousness” and “Conscientiousness” as the financial advisors. The researcher expects the financial advisors with personality trait “Conscientiousness” have better job performance.

Certaines études récentes confirment que les tests de personnalité sont largement utilisés à des fins de sélection dans les organisations nord-américaines et que leur fréquence d’utilisation continue de croître (Boudrias, Pettersen, Longpré, & Plunier, 2008; Rothstein & Goffin, 2006). Or, les résultats des recherches portant sur le lien prévisionnel entre la personnalité et le rendement global au travail sont peu convaincants (Morgeson et al., 2007b; Murphy & Dzieweczynski, 2005). La présente thèse vise à vérifier si une amélioration des liens prédictifs entre la personnalité et le rendement au travail pourrait être obtenue en modifiant la façon d’opérationnaliser les variables prévisionnelles issues des inventaires de personnalité et en précisant les critères à prédire de manière à les rendre plus spécifiques et mieux arrimés. Pour ce faire, la capacité prévisionnelle d’une approche centrée sur le critère, c’est-à-dire l’utilisation de composites de traits de personnalité, est comparée à l’approche traditionnelle centrée sur le prédicteur, dans ce cas-ci, les cinq grands facteurs de personnalité (Big Five). D’autre part, le rendement au travail est opérationnalisé sous l’angle des compétences en emploi, ce qui permet d’en différencier les dimensions et d’augmenter la spécificité des critères. Des hypothèses précisant les facteurs de personnalité qui devraient permettre de prédire chacune des compétences évaluées sont testées. De plus, des hypothèses précisant les traits de personnalité servant à créer les variables composites sont aussi testées. Finalement, une hypothèse portant sur la comparaison de la puissance prévisionnelle des deux approches est mise à l’épreuve. L’échantillon de la recherche est composé de 225 employés occupant divers emplois au sein d’une grande organisation québécoise. Ils ont complété un inventaire de personnalité au travail dans le cadre des processus de sélection de l’organisation. Leur supérieur immédiat a effectué une évaluation de leurs compétences et de leur rendement au moins six (6) mois après leur embauche. Les résultats démontrent que la maîtrise des compétences est mieux prédite par une approche centrée sur le prédicteur (c’est-à-dire les Big Five) que par une approche centrée sur le critère (c’est-à-dire les variables composites). En effet, seules trois hypothèses portant sur le lien entre certains facteurs de personnalité et les compétences se sont avérées partiellement soutenues. Les résultats d’analyses statistiques supplémentaires, réalisées a posteriori afin de mieux comprendre les résultats, laissent supposer la présence de variables modératrices, dont, notamment, les caractéristiques situationnelles. En somme, il nous semble plus probable d’arriver, dans le futur, à trouver une méthode structurée de création des variables composites qui permettrait d’obtenir des liens prévisionnels plus puissants que de découvrir des variables composites qui seraient elles-mêmes généralisables à tous les emplois et à toutes les organisations. Par ailleurs, nous encourageons les praticiens à porter attention à la façon d’utiliser les données de personnalité. Pour le moment, il semble que les facteurs de personnalité permettent de prédire, en partie, le rendement futur en emploi. Or, les preuves empiriques concernant l’efficacité d’autres approches demeurent relativement rares et, surtout, insuffisantes pour guider fidèlement les praticiens à travers les choix nécessaires à leur utilisation. / Recent studies confirm that personality tests are widely used for selection in North American organizations and that their frequency of use continues to grow (Boudrias, Pettersen, Longpre & Plunier 2008; Rothstein & Goffin, 2006 ). However, research shows that the predictive relationship between personality and overall job performance is generally weak and that it remains similar to the initial results on the subject (Morgeson et al, 2007b;. Dzieweczynski & Murphy, 2005). This thesis aims to determine whether an improvement in the predictive relationship between personality and job performance could be achieved by modifying the way data obtained from personality inventories is used and by specifying the criteria to predict. To do so, the predictive ability of an approach centered on the criterion, that is to say, the use of compound variables of personality, is compared with the traditional approach centered on the predictor, in this case, the five factors (Big five). Moreover, job performance is operationalized in terms of job competencies, which makes it possible to differentiate the criteria and to increase its specificity. Hypotheses specifying the personality factors that should predict each competency are tested. In addition, hypotheses specifying the personality traits used to create the compound variables are also tested. Finally, a hypothesis comparing the predictive power of the two approaches is tested. The sample consisted of 225 employees occupying various jobs in a large Quebec organization. These employees have completed a work-contextualized personality inventory through the selection process of the organization. Their immediate supervisor conducted an assessment of their competencies and of their performance at least six (6) months after being hired. Thus, the design of this research is predictive and the method used is based on a confirmatory strategy, which is similar to the normal practices of testing used by industrial and organizational psychologists. Results indicate that the competencies are better predicted by a predictor-centered approach. Indeed, only three hypotheses pertaining to the relationship between personality factors and competencies proved partially supported. The results of additional statistical analyzes, performed in order to better understand the initial results, suggest the presence of moderating variables, including, in particular, the situational characteristics. In conclusion, it seems, at this time, much more likely for researchers to find a structured method for creating compound variables that would provide stronger predictive relationship, than to discover new compound variables that would be predictive of performance in every job and every organization. In addition, we encourage practitioners to pay attention to the way they use personality data. For the moment, it seems that personality factors predict, in part, future job performance. However, empirical evidence on the effectiveness of alternative approaches is relatively rare, and insufficient to accurately guide practitioners through the choice necessary for their use.

How does authentic leadership influence subordinate outcomes? It depends on whom you ask. Using Walumbwa, Avolio, Gardner, Wernsing, and Peterson’s (2008) theory-based measure of authentic leadership, this dissertation research advances the authentic leadership literature by: 1) examining relations between managers’ self-reported and subordinates’ ratings of authentic leadership and subordinate outcomes; 2) testing the theoretical proposition that more authentic leaders are inherently more ethical both in the values they subscribe to and in their behavior when compared to less authentic leaders; and 3) examining the mediating mechanisms that account for relations between authentic leadership and subordinate outcomes. Using a field sample of 188 managers and 75 subordinates, results revealed that subordinates and their managers do not see eye to eye in their perceptions of managers’ authentic leadership as the correlation between their ratings was only marginally significant. General support was found for the notion that more authentic leaders subscribe more to self-transcendent values and less to self-enhancement values when compared to less authentic leaders; they also engage in more ethical decision making. Furthermore, results showed that authentic leadership is associated with a broad range of subordinate outcomes, including leader-member exchange, affective organizational commitment, organizational citizenship behavior, and job performance. However, these relations were found only within source. Mediation analyses revealed that subordinates’ trust in their manager partially mediated the relation between subordinate-rated authentic leadership and subordinates’ perceptions of the quality of their relationship with their manager (LMX). Mediation analyses also revealed that subordinates’ trust in their manager and their sense of psychological empowerment each mediated relations between subordinate-rated authentic leadership and subordinates’ affective organizational commitment. In addition, managers’ self-reported empowering leader behavior mediated the relation between managers’ self-rated authentic leadership and their ratings of their subordinates’ organizational citizenship behavior. Implications for research and practice are discussed.

<p>In an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.</p>

Identifying and hiring the highest performers is essential for organizations to remain competitive. Research has provided effective guidelines for this but important aspects of these evidence-based processes have yet to gain acceptance among practitioners. The general aim of this thesis was to help narrowing the gap between research and practice concerning personnel selection decisions. The first study compared the validity estimates of general mental ability (GMA) and the five factor model of personality traits as predictors of job performance, finding that, when the recently developed indirect correction for range restriction was applied, GMA was an even stronger predictor of job performance than previously found, while the predictive validity of the personality traits remained at similar levels. The approach used for data collection and combination is crucial to forming an overall assessment of applicants for selection decisions and has a great impact on the validity of the decision. The second study compared the financial outcomes of applying a mechanical or clinical approach to combining predictor scores. The results showed that the mechanical approach can result in a substantial increase in overall utility. The third study examined the potential influences that practitioners’ cognitive decision-making style, accountability for the assessment process, and responsibility for the selection decision had on their hiring approach preferences. The results showed that practitioners scoring high on intuitive decision-making style preferred a clinical hiring approach, while the contextual aspects did not impact practitioners’ preferences. While more research may be needed on practitioner preferences for a particular approach, the overall results of this thesis support and strengthen the predictive validity of GMA and personality traits, and indicate that the mechanical approach to data combination provides increased utility for organizations. / <p>At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 2: Manuscript. Paper 3: Manuscript.</p>

In the present study, the relationship between dispositional affectivity and job performance was investigated under the potential mediating effects of job satisfaction. The study was conducted in three phases. In Phase I, the scale development phase, an assistant evaluation form (AEF) was developed by collecting job analytic information from 35 Teaching Assistants (TAs) and critical incidents from 38 faculty members from a wide range of departments in Middle East Technical University (METU). In the second phase of the study, the pilot study, factor structure of the AEF was examined using principle component analyses. Pilot data were gathered from the faculty members working in different departments at METU. Results yielded two factors underlying the AEF. The first factor was named task performance, the second factor was named contextual performance. In the main study phase of the study, hypotheses were tested by gathering dispositional affectivity and job satisfaction data from 103 TAs, and performance evaluation data from 103 instructors whom the TAs had worked with during the previous semester. Results supported only the hypothesis stating that positive affectivity (PA) would predict job satisfaction. Results are discussed along with the limitations of the study and suggestions for future research.

找到在台灣的外國人的工作是不容易的，要在工作中取得成功，是大家最困難的。 ，我也不例外，這就是為什麼我們認為在台灣的表現“的外籍專業人才的決定因素”“是當代的主題。這是值得探討的良好的工作業績，為台灣的標準是什麼。本論文研究的成功，在台灣的外國人的工作表現的原因。因此，我們取得了一些成功的人，採訪檢查的現象：克謝尼婭Mardaeva（技嘉），Erenzhen Kornusov（P.莫利哀/ Albest樂器），詹姆斯·邁克爾·戴維森（項目台北桃園國際機場線），：邁克Maydana（L​​iankuann企業有限公司），里卡多·N.奎瓦斯比利亞洛沃斯（寶來電子有限公司）。在這項研究中，我們打算學習外國專業人員性能的決定因素：如何實現在台灣工作中的成功，如何通過自己在台灣，如何建立和集約化生產與上司的關係。這是這項研究的主要問題。為了揭露這些問題，我們已採取以下步驟：建立研究目標，建立研究的問題，以往的研究概況，定義樣本宇宙，標誌著代表性的樣本，組織採訪，分析數據和解釋結果。 外國人的性能分析將探討更深入地理解實現在工作場所的效率。此外，它還將幫助人們願意留在台灣，以提高各自的特點，從自己的長處得到的好處和優勢變成自己的弱點。 有三個問題陳述我們的重點。第一個是需要調整我們的行為，在新的文化環境，以減少工作的不確定性，因為外國人的文化敏感性的更大的是更大的是他的工作表現。我們有完整的答案：學習中國語言，當地的飲食習慣改變自己，打扮自己像一個本地和尊重他們的風俗習慣，為變化做好準備，尊重當地的法律，這是必要的。 第二個是創造生產與上司的關係。我們的外國專業人士的建議如下：尊重人，不要怕你的老闆，不要試圖掩蓋問題，保持你的邊界，是積極的，表現出主動，擁抱自己的優勢，制定一個計劃，不海港不滿，沒有個性化的客觀，接受對自己的行為負責。 成功的表現下一個決定因素是：如何表現進行評估，以及提供反饋意見，以及如何實現的性能改進有強烈的衝擊，“在台灣的外籍專業人士的表現。 / To find a job for a foreigner in Taiwan isn’t easy, and to be successful at work is the most difficult for everyone. And I’m not the exception, that’s why we think “Determinants of the foreign professionals” performance in Taiwan” is contemporary theme. It is worthy to analyze what are the criteria of the good job performance for the Taiwanese. This thesis investigates the reasons of the successful foreigners' job performance in Taiwan. Therefore we obtained interview with some successful people to examine the phenomena: Kseniya Mardaeva (GIGABYTE), Erenzhen Kornusov (P. Mauriat/Albest Musical Instruments), James Davidson Michael (the project Taipei Taoyuan International Airport Link), Mike Maydana (the Liankuann Enterprises Co.Ltd.), Ricardo N. Cuevas Villalobos (Polylight Electronics Co., Ltd.). In this research we intend to study determinants of foreign professionals' performance: how to achieve success in work in Taiwan, how to adopt yourself in Taiwan, how to build productive and intensive relationship with the supervisor. These are the major problems of this study. In order to expose these problems we have taken following steps: establishing research goal, establishing research questions, previous studies overview, defining sample universe, marking out representative sample, organize interview, analyze the data and interpreting the results. The analysis of foreigner’s performance will explore deeper understanding of achieving efficiency at the working place. Moreover it will also help people willing to stay in Taiwan to improve their individual characteristics, to get benefits from their strengths and to turn their weaknesses into strengths. There are three problem statements we are focusing on. The first one is the need to adjust our behavior to new cultural environments in order to reduce job uncertainty, because the greater the cultural sensitivity of the foreigner is the greater is his job performance. We got complete answer: it’s necessary to learn Chinese language, change yourself to the local culinary habits, dress yourself like a local and respect their customs, be prepared for the changes, respect the local law. The second one is creating productive relationship with the supervisors. Our foreign professionals suggest the following: show respect, don’t be afraid of your boss, don’t try to hide problems, maintain your boundaries, be positive, demonstrate initiative, embrace your strengths, make a plan, don’t harbor resentments, don’t personalize the impersonal, accept responsibility for your own behavior. The next determinant of successful performance is: how well performance is evaluated, how well feedback is provided and how well performance improvement achieved has also strong impact on the foreign professionals' performance in Taiwan.

[Truncated abstract. Please see the pdf version of the abstract for the complete text.] This study examines the 'happy-productive worker' thesis, by investigating the impact of job-related affective well-being and intrinsic job satisfaction on managers' performance. The fundamental goal of the research was to establish which indicators of managers' affective well-being and intrinsic job satisfaction predict dimensions of their contextual and task performance. A critique was undertaken of the substantial literature on affective well-being, intrinsic job satisfaction and managers' performance. Key theoretical developments were integrated to provide linkages between the conceptual bases of these constructs. Warr's Vitamin Model was identified as the most comprehensive synthesis of research and theories into affective well-being. Evidence has emerged to suggest that managers' job performance comprises both contextual and task performance domains. Decades of research have been unable to establish a strong link between job satisfaction and performance. Affect has rarely been used as a predictor of managers' job performance outcomes. Despite mixed empirical evidence, there is support in the literature to suggest that a relationship exists between affective well-being, intrinsic job satisfaction and managers' performance. A series of ancillary research questions, underscoring the main goal of the study, were developed from the gaps identified in the literature to establish if there was an association between managers' affective well-being, intrinsic job satisfaction and their contextual and task performance. To what extent does affective well-being and intrinsic job satisfaction determine different dimensions of managers' contextual and task performance? Does the construct of managers' performance consist of the two dimensions, contextual and task performance? Does positive affective well-being result in enhanced managers' performance, and is poor affective well-being detrimental to managers' performance? These research questions were formed into hypotheses for testing. Questionnaire items were derived from the literature to establish the affective well-being and intrinsic job satisfaction scales. Managers' contextual and task performance scales were developed through an analysis of the literature. Questionnaire items were further refined using feedback from expert reviewers and a pilot survey. A cross-sectional survey was administered to managers (n=1,552) from a range of occupational groupings in 19 Western Australian private, public, and third sector organisations. A total of 400 useable questionnaires was returned, representing a response rate of 26%. Self-report data were used to measure affective well-being and intrinsic job satisfaction, while superiors' ratings provided an evaluation of managers' contextual and task performance. An empirical methodology was used to test the hypotheses to enable the research questions to be answered and to suggest a Partial Model of Managers' Affective Well-being, Intrinsic Job Satisfaction and Performance. Answering the research questions required the development of an instrument to measure the structure of managers' contextual and task performance. An 8- dimensional measurement model of managers' performance, derived from the survey data, was tested by exploratory and confirmatory factor analysis to differentiate the structure of managers' contextual and task performance. The performance construct was operationalised in terms of four contextual dimensions (Endorsing, Helping, Persisting, Following) and four task dimensions (Monitoring, Technical, Influencing, Delegating). These dimensions were confirmed through multi-sample analysis and cross-validation techniques of managers' and superiors' ratings (n = 200 and n = 125). Canonical correlation and standard multiple regression were used to analyse the linear combination of managers' affective well-being and intrinsic job satisfaction with contextual and task performance. Indicators of affective wellbeing and intrinsic job satisfaction were found to predict dimensions of managers' performance, irrespective of whether the performance scores were from self-report or superiors' ratings. A large amount of the variance of managers' performance was explained by affective well-being and intrinsic job satisfaction. Affective well-being selfreport (Positive Affect, Intrinsic Job Satisfaction) was found to be positively associated with a dimension of superiors' reports on task performance (Influencing). Positive associations for dimensions of affective well-being selfreport (Positive Affect, Anxiety and Relaxation) were also found to be negatively associated with dimensions of superiors' reports on managers' task performance (Monitoring) and contextual performance (Following) that was also negatively associated with the task performance dimension (Technical). As predicted, positive affective well-being was related to enhanced managerial performance, whereas diminished affective well-being indicated poorer performance.