Neurotic people perform better? The moderating role of job autonomy

Purpose This study examines how neuroticism influences job performance through creativity as a mediator and job autonomy as a moderator. Design/methodology/approach A survey of 215 lecturers in Indonesian universities used established measures for neuroticism, creativity, job autonomy and job performance. Statistical analyses assessed validity, reliability and a moderated mediation model to understand the impact of neuroticism on performance through creativity, moderated by job autonomy. Findings Job autonomy enhances the link between neuroticism and creativity, while creativity positively influences job performance, highlighting the importance of fostering autonomy and creativity to leverage neurotic traits for better outcomes. Practical implications Organizations can use these insights to design interventions promoting autonomy and creativity, turning neurotic tendencies into drivers of innovation and productivity, enhancing employee potential and organizational success. Originality/value This study presents a unique framework elucidating how individual traits and organizational factors interact to influence job performance.