Problem solving and affect as mechanisms linking daily mindfulness to task performance and job satisfaction

Abstract

This study investigated the daily relationships between mindfulness and job satisfaction via affect and mindfulness and task performance via problem solving confidence. Participants were 57 full‐time and part‐time employees who completed a baseline survey and five daily diary entries. Data were analysed using multilevel modelling. On days when they experienced greater mindfulness, employees also experienced (a) greater daily job satisfaction via high‐activation positive affect (but not low‐activation positive affect nor negative affect) and (b) greater daily self‐reported task performance via problem solving confidence. Our findings suggest that high‐activation positive affect and problem solving confidence may be important daily mechanisms of mindfulness at work. Growing evidence links mindfulness to work‐related outcomes; however, limited research has investigated the mechanisms involved. The present study is one of the first to collect empirical observations regarding how state mindfulness operates at work on a daily basis, providing support for both affective and cognitive pathways. Advances in this area can underpin a robust theoretical framework to guide the implementation of daily mindfulness practice and interventions targeting specific work‐related outcomes.

Trait mindfulness and cross‐cultural sales performance: The role of perceived cultural distance

“…As a personality trait, it is a characteristic that allows individuals to focus their attention on the present moment (Kabat Zinn, 2003) and prevent their thoughts from wandering (Real et al, 2017). Thus, attention and awareness are critical components of trait mindfulness (Forjan et al, 2020). Mindful people also exhibit high self-regulation, which makes them less likely to display autonomous behaviour (Glomb et al, 2011).…”

The mediating effect of mindfulness and self-compassion on leaders' communication competence and job satisfaction

“…Prior literature has found that those with high mindfulness and self-compassion are likely to be more satisfied with their jobs (Saini, 2020;Scarlet et al, 2017). Affect regulation suggests that those with high mindfulness are better able to regulate their emotions, and this can explain its relation with job satisfaction (Forjan et al, 2019). However, leaders with low mindfulness might struggle when dealing with interpersonal conflict, work-life balance and distress at work, which might reduce their overall job satisfaction (Raza et al, 2018;Scarlet et al, 2017).…”

“…and selfcompassion (Forjan et al, 2019). Mindfulness interventions have also shown a positive relationship and indirect effect on well-being, job satisfaction and task performance among supervisors at work (Pang and Ruch, 2019) and health-care workers (Scarlet et al, 2017).…”

Is primary appraisal a mechanism of daily mindfulness at work?

“…Diverse mediators have been considered in the search to understand how mindfulness influences various organizational and employee well-being outcomes (see Shahbaz & Parker, 2021, for a review). Variables of interest have included vitality, sleep quality (Allen & Kiburz, 2012); surface acting (Hülsheger et al, 2013); authentic functioning (Leroy et al, 2013); self-regulatory focus (Zivnuska et al, 2017); future focus, state arousal, detachment (Hafenbrack & Vohs, 2018); high-activation positive affect, problem-solving confidence (Forjan et al, 2020); and cognitive reappraisal (Kay & Skarlicki, 2020). Though the body of literature is small, these illustrative examples already highlight the diverse range of mediating factors of potential relevance in the work context.…”