Organizational virtuousness, subjective well-being, and job performance: Comparing employees in France and Japan

PurposePast research has convincingly shown that higher employee subjective well-being, or happiness, is a source of higher job performance and retention. This paper therefore examines the relationships between organizational virtuousness, subjective well-being, and individual job performance among French and Japanese employees.Design/methodology/approachA questionnaire survey was conducted among Japanese and French managers and staff at Japanese and French domestic companies and structural equation modeling was employed to compare those associations.FindingsWe found that the Japanese and the French have different conceptualizations of organizational virtuousness, suggesting that firms must tailor their virtue-building activities based on the local culture. Subjective well-being is comparatively more important in Japan since it acts in complement to organizational virtuousness to positively affect job performance, while in France, only organizational virtuousness counts as a source of job performance.Research implicationsNational culture is revealed to be a new factor explaining differences in how employees consider organizational virtuousness and we provide evidence of positive associations of organizational virtuousness with positive subjective well-being and with job performance for both the Japanese and the French.Practical implicationsOrganizational virtuousness cannot be construed from a universalistic perspective where virtues are conceptualized on the same basis regardless of location or region, and firms should also consider their employees' individualist or collectivist inclination when trying to influence work outcomes.Originality/valueThese findings point to the role of national culture on the perception of organizational virtuousness and its effect on subjective well-being and job performance.