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Employee creativity is a widely studied quality in the workplace. There are accumulated findings and contrary conclusions in the creativity-performance relationship literature. This paper screens and summarizes the existing paper about the relationship between creativity and job performance. Extra ideas and further conclusions are developed. The social background highlights the significance of the research: the technology-driven economy and competitive market inspire organizations to train for creative minds and hands. Employee creativity itself is a positive predictor of job performance, while interacting with various factors related related with workforce production. Creativity mediates working engagement which boosts job performance. Also, there is a mutual promotion between creativity and mindfulness, which stimulates work performance. As a supplement, the paper discusses the specific situations where these positive factors fail to produce the expected outcome. Based on the findings, management suggestions are given to improve the transformation from creativity and job performance. Paradoxical leadership behaviors and entrepreneurial leadership embodied in high-performance working systems are introduced. This paper further identifies the key elements to achieve the potential of these methods. The conclusion is that creativity mediates working engagement and mindfulness to lean towards positive job performance when the individuals focus on the valuable points according to the real work context.
Yutong Wu (Thu,) studied this question.