The impact of work passion on work performance: the moderating role of P-O fit and meaningfulness of work

*Ika Indriasari  -  Universitas PGRI Semarang, Indonesia
Noni Setyorini  -  Universitas PGRI Semarang, Indonesia
Received: 19 Mar 2018; Published: 30 Mar 2018.
Open Access Copyright 2018 Diponegoro International Journal of Business

Citation Format:
Article Info
Section: Articles
Language: EN
Full Text:
Statistics: 347 1942

Our study aims to analyze the impact of auditor’s work passion on their performances, with meaningfulness of work and person organization fit (PO-fit) as moderating variables.  Auditor, as a profession associated with assurance of compliance with their clients, highly requires good work passion to increase their spirit, avoid them from work saturation and improve their work quality. Therefore, our study expected that work passion positively affect work performance. Furthermore, meaningfulnes work and PO-fit were also expected to have moderating effect on the relationship of work passion on work performance. The results of regression  and moderated regression analysis (MRA) on 87 samples collected from accoutants working in public accountant firm in Java, Indonesia, suggest that work passion has a positive effect on work performance. The result also shows that meaningfulnes was supported as a moderator on the relationship between work passion and work performance. However, our prediction that PO-fit could be a moderator in the effect of work passion on job performance of auditor was not supported.
auditor; work passion; meaningfulness of work, person organizational fit; work performance

Article Metrics:

  1. Abdillah, W. & Hartono,J. (2011). Partial Least Square. Andi Yogyakarta : Yogyakarta
  2. Aiken LS and West SG (1991) Multiple Regression: Testing and Interpreting Interactions. Newbury Park, CA: SAGE
  3. Astakhova & Porter (2015). Understanding The Work Passion–Performance Relationship: The Mediating Role Of Organizational Identification And Moderating Role Of Fit At Work. Human Relations 2015, Vol. 68(8) 1315–1346
  4. Baron & Kenny (1986). The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology Vol. 51, No. 6, 1173-1182
  5. Brayfield, A. and Crockett, W. (1955) Employee Attitudes and Employee Performance. Psychological Bulletin, 52, 396-424.
  6. Cable DM and DeRue DS (2002) The Convergent And Discriminant Validity Of Subjective Fit Perceptions. Journal of Applied Psychology 87(5): 875–884.
  7. Chatman, Jennifer (1989). Improving Interactional Organizational Research: A Model of Person-Organization Fit. Academy of Management Review, 1989, Vol. 14, No. 3, 333-349
  8. Chien, Lawler, dan Uen (2010). Performance-Based Pay, Procedural Justice And Job Performance For R&D Professionals: Evidence From The Taiwanese High-Tech Sector. The International Journal of Human Resource Management Volume 21, 2234-2242
  9. Ferdinand, Augusty. (2006). Metode Penelitian Manajemen. BP Undip.Semarang
  10. Forest J, Mageau GA, Sarrazin C and Morin ES (2010) ‘Work Is My Passion’: The Different Affective,Behavioral, And Cognitive Consequences Of Harmonious And Obsessive Passion Toward Work. Canadian Journal of Administrative Sciences 28(1): 27–40.
  11. Ghozali, Imam. (2006). Aplikasi Analisi Multivariate dengan Program SPSS. BP Undip. Semarang
  12. Greguras, G. J., & Diefendorff, J. M. (2009). Different Fits Satisfy Different Needs: Linking Person-Environment Fit To Employee Attitudes And Performance Using Self Determination Theory. Journal of Applied Psychology, 94, 465-477.
  13. Gudono.(2014). Analisis Data Multivariat. BPFE. Yogyakarta
  14. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Upper Saddle River, NJ: Prentice Hall
  15. Hackman, J. R., & Oldham, G. R. (1976). Motivation Through The Design Of Work: Test Of A Theory. Organizational Behavior and Human Performance, 16, 250-279.
  16. Hobfoll, S. (1989). Conservation of Resources A New Attempt at Conceptualizing Stress. American Psychologist. Vol.4 No.3 ,513-524
  17. Hobfoll,S. (2001). The Influence of Culture, Community, and the Nested-Self in the Stress Process: Advancing Conservation of Resources Theory. Applied Psychology Volume 50, 337–421
  18. Hobfoll, S. E., Johnson, R. J., Ennis, N., & Jackson, A. P. (2003). Resource loss,resource gain, and emotional outcomes among inner city women. Journal of Personality and Social Psychology, 84, 632–643
  19. Kristof, A.L (1996). Person-Organization Fit : An Integratif Review Of Its Conseptualizations, Measurement, And Implications. Personal Psychology. 49 (1)
  20. Michaelson, C. (2009). Meaningful work and moral worth. Business and Professional Ethics Journal, 28(1–4), 27–48.
  21. Muchinsky, P. M., & Monohan, C. J. (1987). What Is Person-Environment Congruence? Supplementary Versus Complementary Models Of Fit. Journal of Vocational Behavior, 31, 268-277.
  22. Podsakoff, P. M., & MacKenzie, S. B. (1989). A Second Generation Measure Of Organizational Citizenship Behavior. Unpublished manuscript, Indiana University, Bloomington.
  23. Srivastava, S. (2012). Workplace Passion As A Moderator For Workplace Deviant Behaviour–Job Satisfaction Relationship: A Comparative Study Between Public Sector And Privatesector Managers. Asia-Pacific Journal of Management Research and Innovation 8(4) 517–523
  24. Steger, M. F., Frazier, P., Oishi, S., & Kaler, M. (2006). The Meaning In Life Questionnaire: Assessing The Presence Of And Search For Meaning In Life. Journal of Counseling Psychology, 53, 80-93.
  25. Vallerand, R. J., & Houlfort, N. (2003). Passion at Work: Toward a New Conceptualization. In D. Skarlicki, S. Gilliland, & D. Steiner (Eds.), Social issues in management: Vol. 3. Emerging perspectives of values in organizations (pp. 175–204). Greenwich, CT: Information Age Publishing
  26. Yperen, N.W & Hagedoorn. (2003). Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support. Academic Management Journal, Vol.46 339-346