Employees' Mindset and Staying Satisfied After Performance Evaluation

Abstract

This cross-sectional study uses data from two sources within an organization in the sales industry. Data was collected from employees (n = 75) and their direct supervisors. The purpose of this study is to empirically examine how an employee's mindset and their most recent performance evaluation, both directly and indirectly, influence their job satisfaction. Results indicate that employees with a more fixed mindset were more sensitive to their recent job performance in terms of job satisfaction. At the same time, employees with a more growth mindset were more resilient in the face of poor recent job performance, as measured by job satisfaction. This study empirically tests, in a business setting, what has mainly been tested in other fields (e.g., education) or in experimental settings. This field study in a sales context allows us to confidently suggest best practices for both performance management and employee selection.