Research On The Effects Of Employee Performance On Occupational Well-being: The Role Of Perception Of Pay-for-performance And Job Pressure

With the economic growth at full speed, people’s living standards are generally improved. But people’s well-being does not get a corresponding improvement. All this suggests that happiness has now caught the attention of the government and national, for example, CCTV make a research about happy, and the government suggested that let people live happier, more dignified. People’s Well-being is not just in life experience, but also contains in the field of work. We all work in different organizations to realize their value and make the corresponding compensation and so on, which require the organization to improve occupational well-being. Domestic and foreign scholars have made some research on occupational well-being and employee performance, but previous literatures focus is to get employees or higher performance, and there is no literature to explore the impact of employee performance on occupational Well-being.This paper mainly explores the influence of employee performance occupational well-being, and to further explore the moderating effect of pay-for-performance and regulation effect of job pressure. This paper collect data by the questionnaire and data processing by correlation analysis and regression analysis etc.This paper get these conclusions:Firstly, employee performance has significant positive influence on occupational well-being. Employee performance has significant positive influence on pay-for-performance. Pay-for-performance has significant positive influence on occupational well-being. Secondly, Pay-for-performance has a mediating effect on the perceived influence employee performance on occupational well-being. Thirdly, job pressure has a negative moderating effect on the perceived influence employee performance on occupational well-being. Last, gender, age, education, work experience and other demographic variables have an impact on variables. Finally, this paper puts forward three advices about management:Firstly, establish a scientific performance appraisal system and pay for performance system. Secondly, establish a scientific job pressure management system. Thirdly, according to individual staff attributes implement differential management. Finally, this paper put forward some research prospects.