Does Grit Matter to Employees’ Quality of Work Life and Quality of Life? The Case of the Korean Public Sector

Abstract

To ensure the quality of the work done in the Korean career civil service system (which is characterized by stability, such as lifelong job security), the public sector must use methods to motivate their employees and improve their performance in the long run. In this study, we propose that grit, as a type of work motivation, can boost employee well-being (i.e., job satisfaction, job stress) and organizational outcomes (i.e., organizational commitment, performance). Therefore, the main objective of this study is to assess the validity of grit among public employees from a collectivist culture; to this end, we use the 2016 survey of Korean public officials ( N = 2,070). The results are as follows: (a) grit has a direct positive effect on quality of work life (QWL), (b) QWL can increase employee’s quality of life (QOL), and (c) professionalism and goal-oriented culture negatively and positively regulate grit and QWL. We also examined how employee motivation (e.g., grit) can enrich their QWL and QOL. Altogether, this study supports the argument that human resource (HR) managers should pay attention to grit. To achieve success, one needs not only some level of ability but also the zeal and capacity for hard labor, the latter two of which are considered to constitute grit. Given that, this research targeted grit in the Korean context—not the Western one—and examined its effects in the Korean public sector, where conscientiousness is emphasized.

Understanding employee creativity from the perspectives of grit, work engagement, person organization fit, and feedback

“…A research model was also proposed to provide insights into the relationship between the variables mentioned earlier in this study (grit, feedback, person-organization fit, creativity). This research focus was triggered by prior emphases on grit and other organization outcome variables (Jordan et al, 2019a;Kim and Lee, 2022) and the limited research on the role of grit in performance (i.e., grit and employee creativity; Crede, 2018). The study confirmed that grit is associated with creativity as well as grit positive relationship with work engagement.…”

“…In the same vein, work engagement fully mediates the association between job resources (variety, control, and feedback) and behaviors that are proactive (Salanova and Schaufeli, 2008). Some past studies also identified a positive relationship between employees' grit and work engagement (Von Culin et al, 2014;Suzuki et al, 2015;Kim and Lee, 2022). Similarly, other previous studies affirmed the link between work engagement and employees' creativity in the workplace (Bakker and Xanthopoulou, 2013;Asif et al, 2019;Bakker et al, 2020).…”

“…In addition, other studies explored the association between employees' grit, work engagement, and performance. One such study was conducted by Kim and Lee (2022). The findings showed that employees' grit plays a positive imperative role in influencing employees' quality of work life and in a similar manner affects their quality of life.…”

Thinking out of the box’ exploring the dual outcomes of gritty leadership in project-based organizations

“…Thus, spillover might satisfy or dissatisfy individuals improving or compromising their quality of life (Casper et al, 2018). Kim and Lee (2021) found that grit has an impact on people's quality of life. As a two-edged sword, higher expectations boost employees' capabilities while also impacting their work-life balance (Yang et al, 2022).…”

Korelasi Antara Grit Dan Kepuasan Kerja : Studi Meta-Analisis

“…Jika banyak pegawai yang memiliki kepuasan kerja yang rendah, tentu akan berdampak secara negatif pada perusahaan. Pegawai mengalami kepuasan kerja yang rendah, maka produktivitas akan berkurang dan dapat menyebabkan burnout (Kim & Lee, 2022;Kwon, 2021;Moen & Olsen, 2020). Hal ini tentu akan berdampak pada perusahaan seperti tingginya ketidak hadiran pegawai dan tingginya turnover yang menyebabkan produktivitas perusahaan menjadi tidak optimal dan kurangnya efektivitas kinerja pada perusahaan (Javed et al, 2014;Sellers et al, 2019).…”