Table 2.
Direct effects of humility and human resources practices management at T1 on psychological well-being at T1 and in-role job performance at T2.
| Psychological well-being at T1 | In-role job performance at T2 | |
|---|---|---|
| Constant | 17.621** | 10.875** |
| Psychological well-being at T1 | ||
| Psychological well-being | 0.036 | |
| Humility at T1 | ||
| Humility | −0.012 | 0.044 |
| Human resources management practices at T1 | ||
| Dotation | 0.088 | 0.078 |
| Formation | 0.028 | −0.014 |
| Career management | 0.053 | 0.014 |
| Autonomy | −0.090 | 0.009 |
| Occupational health and safety | 0.083 | −0.032 |
| Diversity management | 0.003 | −0.009 |
| Performance compensation | 0.036 | 0.081** |
| Indirect compensation | 0.100* | 0.023 |
| Flexibility | 0.133** | −0.002 |
| Performance management | −0.037 | 0.013 |
| Adjustments | ||
| CFI | 1.00 | |
| TLI | 1.00 | |
| χ2 (df) | 541.308 (47)** | |
*p ≤ 0.05 and **p ≤ 0.01. At T1, the following variables were controlled for: Teleworking, Workload, Job recognition, Use of emotion, Age, Gender, Educational level, Marital status, Parental status, Household income, and Stress related to COVID-19. (unstandardized coefficients).