See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/381620008

Mindfulness and Employee Performance: Mediating Role of Employee

Creativity

Article in Revista de Gestão Social e Ambiental · June 2024

DOI: 10.24857/rgsa.v18n9-147

CITATIONS READS

0 234

5 authors, including:

Amalia Amalia Isnurhadi Isnurhadi

Universitas Sriwijaya Universitas Sriwijaya
2 PUBLICATIONS 0 CITATIONS 89 PUBLICATIONS 246 CITATIONS

SEE PROFILE SEE PROFILE

Muhammad Ichsan Hadjri

Universitas Sriwijaya
60 PUBLICATIONS 84 CITATIONS

SEE PROFILE

All content following this page was uploaded by Amalia Amalia on 26 September 2024.

The user has requested enhancement of the downloaded file.

 RGSA – Revista de Gestão Social e Ambiental
ISSN: 1981-982X
Submission date: 03/11/2024
Acceptance date: 05/13/2024
DOI: https://doi.org/10.24857/rgsa.v18n9-147
Organization: Interinstitutional Scientific Committee
Chief Editor: Éverton Hillig
Assessment: Double Blind Review pelo SEER/OJS

MINDFULNESS AND EMPLOYEE PERFORMANCE: MEDIATING ROLE OF

EMPLOYEE CREATIVITY

Amalia1
Taufiq Marwa2
Zunaidah 3
Isnurhadi4
Muhammad Ichsan Hadjri5
ABSTRACT

Objective: The primary objective of this study was to delve into the intricate dynamics of how mindfulness and
employee creativity collectively influence employee performance.

Method: The research design encapsulated the exploration of three direct relationships and a nuanced investigation
of an indirect relationship elucidated through the mediating role of employee creativity between mindfulness and
employee performance. Four distinct research hypotheses were rigorously tested, drawing upon data collected
from an extensive survey involving two hundred and fifty-two employees within a prominent financial company
in Indonesia. The survey instrument was administered through online questionnaires in two months, and the
subsequent data analysis was facilitated through the employment of structural equation modeling and analysis of
moment structures, a statistical program renowned for its efficacy in unraveling complex relationships within data
structures.

Result and conlusion: This study has confirmed the interplay among these variables integrally. The outcomes
gleaned from this empirical exploration unveiled that mindfulness exerts a discernible influence on employee
performance, manifesting through both direct and indirect pathways mediated by the critical intermediary role of
employee creativity.

Originality: This nuanced finding accentuated the existence of partial mediating roles, presenting a substantial
contribution to the literature by addressing the incongruities observed in previous studies pertaining to the intricate
interplay among mindfulness, employee creativity, and employee performance. The robustness of the tested model
is underscored by its ability to reconcile and provide insights into the seemingly inconsistent results reported in
the extant literature.

Keywords: Employee Mindfulness, Employee Creative, Employee Performance.

ATENÇÃO E DESEMPENHO DO FUNCIONÁRIO: FUNÇÃO DE MEDIAÇÃO DA CRIATIVIDADE

DO FUNCIONÁRIO

RESUMO

Objetivo: O objetivo principal deste estudo foi aprofundar a intrincada dinâmica de como a atenção plena e a
criatividade dos funcionários influenciam coletivamente o desempenho dos funcionários.

1
Sriwijaya University, Kota Palembang, Indonesia. E-mail: amaliaunsri1984@gmail.com
2
Sriwijaya University, Kota Palembang, Indonesia. E-mail: Taufiqmarwa@unsri.ac.id
Orcid: https://orcid.org/0000-0001-6975-8942
3
Sriwijaya University, Kota Palembang, Indonesia. E-mail: Zunaidah@unsri.ac.id
Orcid: https://orcid.org/0000-0003-4368-2163
4
Sriwijaya University, Kota Palembang, Indonesia. E-mail: Isnurhadi@unsri.ac.id
Orcid: https://orcid.org/0000-0002-9978-9341
5
Sriwijaya University, Kota Palembang, Indonesia. E-mail: Ichsanhadjri@fe.unsri.ac.id
Orcid: https://orcid.org/0000-0002-5498-459X

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

1
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Método: O projeto de pesquisa encapsulou a exploração de três relações diretas e uma investigação matizada de
uma relação indireta elucidada através do papel mediador da criatividade do empregado entre mindfulness e
desempenho do empregado. Quatro hipóteses de pesquisa distintas foram rigorosamente testadas, com base em
dados coletados de uma extensa pesquisa envolvendo 252 funcionários dentro de uma empresa financeira
proeminente na Indonésia. O instrumento de pesquisa foi administrado através de questionários on-line em dois
meses, e a análise de dados subsequente foi facilitada pelo emprego de modelagem de equações estruturais e
análise de estruturas de momentos, um programa estatístico conhecido por sua eficácia em desvendar relações
complexas dentro de estruturas de dados.

Resultado e conclusão: Este estudo confirmou integralmente a interação entre essas variáveis. Os resultados
obtidos a partir desta exploração empírica revelaram que a atenção plena exerce uma influência discernível no
desempenho dos empregados, manifestando-se através de caminhos diretos e indiretos mediados pelo papel
intermediário crítico da criatividade dos empregados.

Originalidade: Esta descoberta matizada acentuou a existência de papéis mediadores parciais, apresentando uma
contribuição substancial para a literatura, abordando as incongruências observadas em estudos anteriores
referentes à intrincada interação entre mindfulness, criatividade do empregado, e desempenho do empregado. A
robustez do modelo testado é ressaltada pela sua capacidade de reconciliar e fornecer insights sobre os resultados
aparentemente inconsistentes relatados na literatura existente.

Palavras-chave: Atenção Plena do Funcionário, Criatividade do Funcionário, Desempenho do Funcionário.

MINDFULNESS Y RENDIMIENTO DEL EMPLEADO: PAPEL MEDIADOR DE LA CREATIVIDAD

DEL EMPLEADO

RESUMEN

Objetivo: El objetivo principal de este estudio fue profundizar en la intrincada dinámica de cómo la atención plena
y la creatividad de los empleados influyen colectivamente en el rendimiento de los empleados.

Método: El diseño de investigación encapsuló la exploración de tres relaciones directas y una investigación
matizada de una relación indirecta dilucidada a través del papel mediador de la creatividad del empleado entre la
atención plena y el rendimiento del empleado. Cuatro hipótesis de investigación distintas fueron rigurosamente
probadas, basándose en los datos recogidos de una extensa encuesta que involucró a doscientos cincuenta y dos
empleados dentro de una importante empresa financiera en Indonesia. El instrumento de encuesta se administró a
través de cuestionarios en línea en dos meses, y el análisis de datos posterior se facilitó mediante el empleo de
modelos de ecuaciones estructurales y el análisis de estructuras de momentos, un programa estadístico reconocido
por su eficacia para desentrañar relaciones complejas dentro de las estructuras de datos.

Resultado y conclusión: Este estudio ha confirmado la interacción entre estas variables integralmente. Los
resultados obtenidos de esta exploración empírica revelaron que la atención plena ejerce una influencia discernible
en el rendimiento del empleado, manifestándose a través de vías directas e indirectas mediadas por el papel
intermediario crítico de la creatividad del empleado.

Originalidad: Este hallazgo matizado acentuó la existencia de roles mediadores parciales, presentando una
contribución sustancial a la literatura al abordar las incongruencias observadas en estudios anteriores relacionados
con la intrincada interacción entre la atención plena, la creatividad de los empleados y el rendimiento de los
empleados. La robustez del modelo probado se destaca por su capacidad para reconciliar y proporcionar
información sobre los resultados aparentemente inconsistentes reportados en la literatura existente.

Palabras clave: Mindfulness del Empleado, Creatividad del Empleado, Desempeño del Empleado.

RGSA adota a Licença de Atribuição CC BY do Creative Commons (https://creativecommons.org/licenses/by/4.0/).

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

2
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

1 INTRODUCTION

Continuous workplace development necessitates ongoing research into the relationships

concerning employee behavior within the organization. Employee performance determinants
have been derived from a broad organizational context (Al-kharabsheh et al. 2023), explored as
reactions predicted by leadership aspects (Arifuddin et al. 2023), human resource management
practices, and employee attitudes in the business context. In the employee domain, recent
research has been conducted on mindfulness (Fitzhugh et al. 2023, He et al. 2023; Young et al.
2023), and employee creativity (Zada et al. 2023). While these predictors have consistently
supported employee performance, the research arena requires an updated model in this regard.
Attempts were made to access literature explaining the causal relationships between these three
employee variables in academic databases, with results directed to two main sources.
The association between mindfulness and employee performance is demonstrated by
mindfulness acting as a predictor of employee performance. As explained by He et al. (2023),
a mindful employee can prevent their mind from wandering by staying focused on the current
moment. Consequently, he or she can direct their attention to needs, tasks, and stability,
exercising control and efficiency, thereby expanding their effective attention skills. These
scholars found that mindfulness positively affects employee performance. However, the impact
introduced a relatively complex mechanism requiring exploration. Differences in the work
context may determine the relationship (Kirsh 2001; Roberts et al. 2013). Also, several
researchers have simultaneously studied the indirect effects of mindfulness on work
performance. It is noteworthy that they have discovered that mindfulness directly and indirectly
influences employee performance.
Kaveski & Beated (2020) have affirmed that individual creativity positively influences
work performance. They have acknowledged existing studies explaining the positive
relationship between employee creativity and work performance. Such findings emphasize the
importance of individuals' creativity in the organization (Parjanen, 2012) to enhance their work
performance. Creativity comprises experience—the starting point of all creative work—and
knowledge of a certain domain, influenced by individuals' formal and informal education, as
well as their motor, cognitive, and perceptual skills (Dul & Ceylan, 2010). Creative thinking
adds value to creative performance and opens new perspectives for problem-solving based on
the ongoing evolution of something that already exists (Gong et al., 2009).
Based on the two influential studies above, it is evident that mediation models are
necessary to explain employee performance. Indeed, investigating the influence of mindfulness

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

3
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

in inverse contexts is meaningful. Given that many studies have positioned employee creativity
as a mediator in determining employee performance, this conceptual disparity may suggest a
mediating role of employee creativity. The relationship between these three variables precisely
relates to three theories, namely positive psychology, reasoned actions, and planned behavior.
The first theory explains an individual's positive view of life and the basic tendencies enabling
them to overcome difficulties, failures, and losses to achieve success (Oles et al., 2013). The
second and third theories present the importance of positive work behavior as the consequence
of determining factors. Very few research has formulated which investigates the relationship
between mindfulness and employee performance, both directly and indirectly, with employee
creativity as a mediator integrally, especially in the context of own stated company. In this
matter, the research gap was emerged and requires further study.
This study was conducted for PGD company, an initial of the company’s name, a state-
owned company operating in Indonesia's financial sector. It is engaged in three business lines:
financing, gold, and other services that are primarily involved in the pawning sector. This
company have 12 regional offices, 61 area offices, 642 branch offices, and 3,444 service units
spread throughout Indonesia by the end of 2022. It offers various services, including granting
credits, selling precious metals, gold savings, Hajj savings, vehicle purchase credit, and bill
payment services for electricity, telephone, water, subscription TV (internet), mobile phone
credit, electricity, remittances within and outside the country, and services related to train
tickets. The company has experienced significant development, expanding the range of
customer services.
With an increase in services offered by the company, the workload of its employees will
naturally rise to achieve escalating targets. Employees are consistently required to perform at a
high level, necessitating creativity, mindfulness, and involvement to cope with the heightened
workload. Additionally, they need confidence in the organization's appreciation of their
contributions during high workloads. Therefore, it is crucial to understand their level of
mindfulness and creativity and how they can determine their performance.
The primary objective of this study is to meticulously investigate the intricate influence
of mindfulness and employee creativity on employee performance. The research design
intricately dissects these relationships by exploring three direct connections while concurrently
scrutinizing an indirect relationship. This indirect linkage is investigated through the mediating
role of employee creativity, positioned as a critical intermediary between mindfulness and its
impact on employee performance.

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

4
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Following this succinct introductory section, subsequent segments of the study are
meticulously organized to provide a comprehensive understanding of the research endeavor.
The ensuing sections expound upon the relationships among the variables under examination,
drawing insights from existing studies and relevant literature. This literature review section is
integral to contextualizing the research within the broader scholarly landscape, offering a
nuanced understanding of the theoretical foundations and empirical evidence that underpin the
proposed relationships.
Moving forward, the research methodology section elaborates on the specific
approaches, tools, and techniques employed to investigate these relationships empirically. This
encompasses the survey design, data collection processes, and the statistical analyses leveraged
to derive meaningful insights. The results and discussion section presents the empirical
findings, offering a detailed exploration of the relationships tested and providing a platform for
interpretation and discussion.
Lastly, the conclusions section encapsulates the key takeaways from the study,
summarizing the empirical insights and discussing their implications. This holistic
organizational structure ensures a thorough and coherent presentation of the study's
contributions, from its theoretical underpinnings to the practical implications derived from the
empirical analyses, facilitating a comprehensive understanding of the complex interplay among
mindfulness, employee creativity, and employee performance.

2 THEORETICAL FRAMEWORK

2.1 MINDFULNESS AND EMPLOYEE PERFORMANCE

Mindfulness has evolved as an inherent human capacity to consciously direct complete

attention to the current moment (Pattnaik & Jena, 2020; Schultz et al., 2015). On one facet, it
can be delineated as a mere focus on attention and awareness; on the other, it is characterized
by a conscious observation, description, and action devoid of reactions to inner experiences.
This encompasses a state of presence and sensitivity to context or perspective, unconfined by
rigid rules and routines (Sajjad & Syahbaz, 2020). Contemporary scientific inquiry has
embraced mindfulness, categorizing it as practices, a way of life, states, abilities, and traits.
Mindfulness, recognized over three decades ago (Schultz et al., 2015), exhibits varying
conceptualizations across disciplines, with its roots deeply embedded in Eastern traditions.
Despite being extensively scrutinized within clinical psychology, its exploration within the

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

5
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

management domain has been relatively modest (Walsh & Arnold, 2020). Originating in the
1980s and 1990s, the concept of 'meditative mindfulness' emerged in health science, primarily
aimed at treating individuals with physical and psychological disorders, aspiring to enhance
both their physical and mental well-being. Subsequently, a 'socio-cognitive perspective'
surfaced in 2000, introducing novel distinctions and diverse measurements (Reb et al., 2015).
Through the attribute of mindfulness, managers and employee understand about their own
reflections and behaviors, work with their believed principles and values, and inspire colleagues
to do the same (Cuong et al., 2023).
Mindfulness can be presented in positive psychology theory, introduced by Seligman
and colleagues in the late 1990s, which concentrates on probing the mechanisms through which
positive attitudes, feedback, and criticism contribute to the functionality and advancement of
individuals, groups, or corporations (Çavuş & Gökçen, 2015). A heightened state of
mindfulness facilitates employee concentration at work (Aydoğmuş, 2022) and has
demonstrated a positive influence on performance (King & Haar, 2017). In the contemporary
dynamic work environment, characterized by speed, stress, and intricate tasks, mindfulness
emerges as a pivotal element for enhanced problem-solving and the mitigation of potential
errors (Vaculik et al., 2016). It is evident that mindfulness stands as a precursor to employee
performance.
Diverse factors contribute to employee performance, encompassing the inherent
abilities and aspirations of employees themselves, coupled with the prevailing environment.
Organizations necessitate employees capable of aligning with contemporary demands
(Pawirosumarto & Bachelor, 2017). Employee performance is broadly defined as the extent to
which an organizational member contributes to the attainment of organizational goals (Islam &
Rasar, 2006; Akil, Soemaryani, Hilmiana, & Joeliaty, 2021). It encompasses the quality and
quantity of work accomplished by an employee in fulfilling their responsibilities (Hermina &
Yosepha, 2019), intimately connected to outcomes, including aspects of quality, quantity, and
timeliness (Kuswati, 2020). Thus, it encapsulates individual responsibilities and roles grounded
in skills, experience, sincerity, quality, quantity, and adherence to rules (Iskamto, 2021), and
encompass achievements aligned with the organization's regulations, requirements, and
expectations (Hee et al., 2019). This underscores the emphasis on effectiveness and efficiency
in task execution (Iqbal et al., 2015).
Consequently, heightened levels of mindfulness among employees contribute positively
to their performance. Firstly, mindfulness may manifest as sustained attention and awareness
without reactive responses to inner experiences, constituting practices, a way of life, states,

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

6
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

abilities, and traits. Secondly, employee performance may manifest through competencies,
desires, the prevailing environment, temporal considerations, organizational objectives, the
quality and quantity of work, assigned responsibilities, skills, experience, and sincerity.
Hypothesis 1: Mindfulness is positively related to employee performance.

2.2 EMPLOYEE CREATIVITY’S MEDIATING ROLE

Mindfulness directly correlates with employee performance, a relationship further

expounded in the realm of employee creativity (Gong et al., 2009). Employee creativity, defined
as the generation of innovative ideas or problem-solving solutions by employees (Elidemir et
al., 2020), is intricately linked to these four variables. Mindfulness, as a cognitive state, is
poised to augment daily creative performance due to its inherent characteristics. The extended
focus and heightened awareness of both internal and external stimuli inherent in mindfulness
act as salient cues or information that propel the creative process forward (Kamp et al., 2023).
A burgeoning body of literature underscores the positive association between mindfulness and
employee creativity (Sayed et al., 2021).
In the dynamic landscape of contemporary organizations navigating turbulent and
uncertain environments, creativity emerges as a critical imperative. It assumes a pivotal role in
an organization's ability to adapt to evolving environmental demands and exhibit flexibility.
The nexus between creativity and gaining a competitive advantage, as well as seizing novel
business opportunities, ideas, and services, establishes creativity as a pivotal factor in meeting
the demands of the global environment (Ersoy, 2023). An employee's inclination to engage in
creative behaviors is contingent on their anticipation of responses within the relevant field. An
envisaged negative response may deter an employee from participating in creative activities.
Individuals harboring a robust creative role identity are especially attuned to the perceived
reception of their creativity, often personalizing contextual feedback regarding the value of
creative contributions (Farmer et al., 2003).
Mindfulness has been empirically demonstrated to cultivate creativity (Kamp et al.,
2023; Sunaryo et al., 2023; Kudesia, 2015), as originally articulated by Ghiselin in 1963, is
broadly construed as the generation of original and practical solutions within the professional
milieu. Siswadi at al. (2024) has highlighted that employee creativity which is closely related
with performance improvement assist employee in increase theirs capacity to handle
competition, facing time pressure, improve customer satisfaction, and perform double jobs.

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

7
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Feldman et al. (2007) have been providing 12 items for a measure of mindful approaches to
thoughts and feelings, which was called the Cognitive and Affective Mindfulness Scale–
Revised (CAMSR). This 12-item measure was shown to adequately sample the four domains
of mindfulness (attention, present-focus, awareness, acceptance/non-judgment). They have
tested the measure to an ethnically-diverse sample of university students. Confronted with the
relentless evolution of the contemporary landscape, organizations necessitate employees
capable of manifesting creativity, characterized by adeptness in tumultuous scenarios, proactive
initiatives, and personal development through surmounting challenges and adversities (Yu et
al., 2019). The capacity to engender novel ideas for the amelioration of conditions is deemed
an inherent facet of the human experience and a prospective attribute for a myriad of
professionals (Zhou & George, 2003). Creativity, encompassing the generation of valuable and
innovative ideas by individuals or collectives, has assumed escalating significance for
organizational innovation, efficacy, and viability in the global commercial arena (Jiang & Gu,
2015). Munoz-Doyague & Nieto (2012) have introduced 11 items of Creativity building on a
multi-item scale based on the previous works which captures the two fundamental aspects of
novelty and utility. They tested the items to the employees of a firm from the automotive sector
mainly dedicated to manufacturing two-wheeled vehicles. Karim (2019) has been presented 6
items of employee performance directing to professional goals and objectives, co-operation,
communication, focus, productivity and efficiency, and contribution of different chemical and
manufacturing industries.
Employee creativity and performance can be supported by the theory of reasoned action
and the theory of planned behavior. The first theory predicts individual behavior based on pre-
existing attitudes and the environmental conditions that either support or hinder the intended
behavior (Nguyen et al., 2020). Focused on actions involving conscious and autonomous
decisions, it is widely used to investigate human behavior, particularly in the realms of social
and individual behavior. The theory assumes individuals are rational actors, suggesting that if
a person believes a positive outcome will result from a behavior, they are likely to exhibit a
positive attitude toward that behavior (Emami et al., 2022; Al-Ayed, 2022). The other theory,
introduced by Ajzen in 1985, builds upon the foundations of the TRA, delving into the
underlying reasons behind human behavior (Al-Mamary & Alraja, 2022). It considers beliefs
about socially referenced expectations and behaviors, resulting in perceived social pressure or
subjective norms (Seddig et al., 2022), and acknowledges beliefs about factors facilitating or
hindering behavior, impacting perceived behavioral control (Seddig et al., 2022).

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

8
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Understanding the two theories is particularly relevant in the context of employee creativity,
which significantly influences employee performance.
Hypothesis 2: Mindfulness is positively related to employee creativity.
Hypothesis 3: Employee creativity is positively related to employee performance.
Hypothesis 4: Employee creativity moderates the relationship between mindfulness and
employee performance.

Figure 1
Research framework

Source: The authors proposed (2024)

3 METHODOLOGY

This study employed a quantitative methodology with a confirmatory approach,

initiating the research process by delving into established theories and phenomena to
systematically address hypotheses. The selection of non-probability purposive sampling for
data collection underscored a commitment to upholding principles of integrity, honesty, and
fairness throughout the research endeavor. To recruit samples, an online questionnaire
containing a Google Form link was sent to the company's WhatsApp group and each employee's
email. The target respondents are the same as the number of employees in the Southern Sumatra
region consisting of Palembang, Bangka Belitung, Lampung, Jambi and Bengkulu, namely 600
people. The survey instrument utilized a five-point Likert scale (ranging from 1 to 5, indicating
responses from strongly disagree to strongly agree) and was administered online in Indonesian
to gather data from a sample of 252 respondents affiliated with PGD company between
September and November 2023.
The questionnaire comprises 4 inquiries pertaining to respondent profiles,
encompassing demographic information, and 3 inquiries delving into workplace profiles, with

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

9
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

a particular emphasis on organizational attributes. Furthermore, it incorporates a battery of 7 of

12 items gauging mindfulness (Feldman et al., 2007), 11 items scrutinizing EC (Munoz-
Doyague & Nieto, 2012), 6 items assessing employee performance (Karim, 2019), and,
conclusively, 4 items soliciting respondent concurrence on specified matters. Not all
mindfulness items were used after considering the similarities between the items that were used
and not used and also the difficulty of respondents in understanding these similarities. Examples
of items in the questionnaire are as follows: Mindfulness (item 1): “It is for me to concentrate
n what I am doing,” Employee creativity (item 1): “Among my colleagues and co-workers, I
will be the first or nearly the first to try out a new idea or method,” Employee performance
(item 1): “Achieves professional goals and objectives.”
To attenuate potential biases, a Harman's single-factor test was conducted as a
preliminary measure before undertaking Structural Equation Modeling (SEM) analysis. This
test computed the percentage of variance associated with the first factor, employing a 0.5
threshold. Subsequently, SEM and Analysis of Moment Structures (Amos) were instrumental
in facilitating the analytical procedures within this research endeavor.
Upon scrutinizing 252 meticulously amassed data points, the outcomes of the Common
Method Bias (CMB) test revealed a value conspicuously falling below the 50% threshold,
precisely registering at 43.357%. This discernment substantiates the dearth of pronounced CMB
within the dataset, thereby establishing its aptness for rigorous analysis through SEM.
Demographically, the surveyed cohort exhibits a prevailing male composition,
constituting 57.9%, predominantly within the age bracket of 31 to 40 (66.3%). Notably, 67.9%
of respondents were documented as holding Bachelor's degrees, and 41.3% reported an
occupational tenure of 11 to 15 years. The computed mean of the dataset resided within the
interval 3.7 to 4.26, with the median and the mode being 4. Consequently, a discernible
concordance among participants is apparent concerning the contemplative domains of
mindfulness, employee creativity, and employee performance.

4 RESULTS AND DISCUSSION

4.1 MODEL FIT

Based on the model fit test results, it is found that the CMIN/DF value = 2.505,
incremental mental fit index (IFI) = 0.919, Tucker Lewis (TLI) = 0.910, comparative fit index
(CFI) = 0.919, root mean square error of approximation (RMSEA) = 0.077. CMIN/DF is the

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

10
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

minimum sample discrepancy function (CMIN) divided by the degrees of freedom (DF), which
is an indicator for measuring the level of suitability of a model. In this case CMIN/DF is nothing
but the Chi-square statistics divided by the degrees of freedom (χ2 relative). This value is below
3.0 so the model is suitable for analysis. Likewise, the baseline comparison values (IFI, TLI,
CFI), which are above 0.9 and RMSEA below 0.08 indicate that the model is fit.

4.2 STRUCTURAL EQUATION MODELING

The loading factor values for all mindfulness items based on standardized estimates are
above 0.5, namely between 0.537 and 0.786. Likewise with all employee creative items, namely
between 0.566 and 0.896, and employee performance items, namely between 0.562 and 0.925.
So, all of the items used are valid because they are above 0.5. Then, the error values of all
mindfulness items based on standardized estimates are between 0.184 – 0.353. Likewise, all
employee creative items are between 0.112 and 0.510, and employee performance items are
between 0.062 – 0.457. So, the construct reliability (CR) values obtained based on manual
calculations for the three variables are 0.916, 0.969, and 0.983, and the average variance
extracted (AVE) values are 0.611, 0.743, and 0.824. All CR values are above 0.7, and all AVE
values are above 0.5. So that all items are valid and reliable in measuring the three variables
tested in a fit model.
Based on the results of the hypothesis test, it was found that the relationship between
the three variables is positive and significant, whereas Table 1 shows that all probability values
in the direct relationships that occur are below 0.05.

Table 1
Regression weights of the relationship between variables
Relationship EstimateStandard errorCritical ratioProbability
Mindfulness and employee creative 0.578 0.102 5.644 0.000
Mindfulness and employee performance 0.171 0.074 2.307 0.021
Employee creative and employee performance 0.508 0.089 5.709 0.000
Source: Prepared by the authors (2024) and AMOS software

Analyzing the estimated standardized direct and indirect effect values revealed a
noteworthy pattern in the relationships under scrutiny. Specifically, the direct effect value of
mindfulness on employee performance was computed at 0.158, a magnitude comparatively
smaller than the corresponding indirect effect value of 0.272. This mediation transpired through

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

11
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

the intermediary role of employee creativity. Consequently, it can be posited that employee
creativity emerges as a pivotal mediator in the intricate relationship between mindfulness and
employee performance. The observed indirect relationship between these variables is elucidated
as partial, signifying that the influence of employee creativity serves as a key bridge in shaping
the overall connection between mindfulness and employee performance.
Crucially, the total relationship encompassing the three variables—mindfulness,
employee creativity, and employee performance—was found to be robust, ranging between
0.430 and 0.543, as delineated in Table 2. This empirical evidence attests to the substantial and
interconnected nature of these variables within the studied context. Consequently, the findings
culminate in the acceptance of all four hypotheses posited in the research framework, providing
empirical support for the proposed relationships and underscoring the intricate dynamics at play
in the interwoven realms of mindfulness, employee creativity, and employee performance.

Table 2
Standardized direct and indirect effect
Standardized direct effect
Relationship Value Category
Mindfulness and employee performance 0.158 Quite weak
Mindfulness and employee creative 0.500 Quite strong
Employee creative and employee
0.543 Quite strong
performance
Standardized indirect effect
Mindfulness and employee performance 0.272 Quite weak
Standardized total effect
Mindfulness and employee performance 0.430 Quite strong
Mindfulness and employee creative 0.500 Quite strong
Employee creative and employee
0.543 Quite strong
performance
Source: Prepared by the authors (2024) and AMOS software

He et al. (2023) verified that mindfulness significantly positively affects work

performance. However, the impact of mindfulness on work performance possesses a relatively
complex mechanism, and this intricate mechanism necessitates continuous exploration. They
distributed questionnaires to new media company employees, utilizing 10 mindfulness items
and 7 work performance items. The study's participants were web editors employed in new
media companies in China.
The results of this investigation align with He et al.'s (2023) findings, indicating that
mindfulness is a predictor of employee performance, even in the face of differences in sample

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

12
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

composition, research location, and variable measurement items. This underscores the
robustness of the relationship between mindfulness and employee performance, as it has been
extensively investigated, yielding generally consistent results across various studies.
Kaveski & Beuren (2020) discerned that employee creativity is intricately linked to
employee performance, and, notably, employee creativity operates as a mediator in the intricate
interplay between the management control system (MCS) and employee performance. The
findings elucidate a positive correlation between individual creativity and work performance.
Furthermore, a constructive relationship emerges between MCSs and work performance, with
individual creativity as a mediating factor in this association. The research focused on industrial
companies regarded as innovative within the Brazilian context.
In the meticulous assembly of their participant cohort, the researchers adopted a
strategic approach, extending invitations via LinkedIn's professional networking platform to
managers who held affiliations with companies distinguished for their innovative practices.
This discerning recruitment strategy sought to capture a cohort deeply immersed in the dynamic
landscape of innovative organizational environments. The survey instrument, wielded as a
potent tool in the quest for insights, featured a judiciously crafted set of 8 items designed to
gauge the nuanced dimensions of emotional creativity. Additionally, the researchers
incorporated 5 items into the instrument, strategically tailored to assess the intricate facets of
emotional performance. This methodological precision not only underscored the researchers'
commitment to capturing comprehensive data but also reflected a targeted focus on the nuanced
interplay between emotional creativity and performance within the distinctive context of
innovative corporate practices.
The outcomes of this investigation align cohesively with the Kaveski & Beuren (2020)
study, reinforcing the proposition that employee creativity not only forecasts employee
performance but also assumes a mediating role in shaping it. This congruence is maintained
despite distinctions in sample characteristics, research locales, and the metrics employed for
variable measurement. These findings underscore the robustness of the relationship between
employee creativity and performance, substantiated through extensive research endeavors that
consistently yield congruent results across diverse contexts.
Feldman et al. (2007) meticulously crafted a comprehensive inventory comprising 12
items to measure mindfulness, drawing upon a diverse sample of university students hailing
from the ethnically-rich environment of the University of Miami. While the present study
selectively employed 7 out of the 12 items, this strategic curation aligns seamlessly with
Feldman et al.'s original findings, thereby attesting to the universal validity of each item in

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

13
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

assessing mindfulness. Consequently, it can be inferred that dimensions such as attention,

present-focus, awareness, and acceptance/non-judgment, encapsulated within these items, are
apt and inclusive for the broad and generalized measurement of mindfulness.
In a parallel vein, Munoz-Doyague & Nieto (2012) endeavored to delineate the construct
of creativity by introducing an 11-item scale, synthesizing insights from antecedent scholarly
works and encapsulating the dual facets of novelty and utility. This scale underwent empirical
scrutiny within the context of a firm specializing in the automotive sector, particularly dedicated
to manufacturing two-wheeled vehicles. The research findings unveil that high-quality
exchanges between employees and their work group, and to a lesser extent, with their immediate
superiors, exert a statistically significant positive influence on their creative behavior.
Importantly, the outcomes of the current study resonate harmoniously with Munoz-Doyague &
Nieto's (2012) investigation, substantiating the assertion that the 11 items designed to measure
employee creativity exhibit robust validity. Consequently, these items emerge as versatile tools
applicable across diverse organizational settings.
In a meticulously orchestrated examination, Karim (2019) embarked on an exhaustive
exploration to delineate the nuanced influence of training and development programs on
employee performance. This intricate investigation drew upon a wealth of data from a
comprehensive study that cast its investigative net across a diverse spectrum of 100 chemical
and manufacturing industries in Bangladesh. Intriguingly, this current study seamlessly aligns
with the trajectory of Karim's antecedent research, wherein a concise and targeted set of 6 items
was judiciously employed as a metric to gauge the multifaceted dimensions of employee
performance. The harmonious congruence observed between these studies underscores not only
the meticulousness of Karim's research methodology but also the inherent robustness and
generalizability of the identified measures, affirming their efficacy as reliable tools for
comprehensively assessing the multifaceted landscape of employee performance.
Delving into the intricacies of its findings, the study specifically posits that a nuanced
set of dimensions, including professional goals and objectives, cooperation, communication,
focus, productivity and efficiency, and contribution from employees, emerge as universally
applicable metrics within the expansive landscape of comprehensively measuring employee
performance. These meticulously identified measures collectively form a holistic framework,
the universal applicability of which becomes evident across diverse organizational contexts.
This assertion underscores the intrinsic relevance and utility of these meticulously delineated
metrics, portraying them not merely as isolated indicators but as integral components offering

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

14
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

a comprehensive and nuanced understanding of the multifaceted facets encompassing employee

performance.
Theoretically, it has been established that several variables play pivotal roles in
determining employee performance, including mindfulness, employee creativity, and training
and development. Amidst these predictors, it has been elucidated that employee performance
itself assumes a mediating role within the complex nexus of influences. Diverse measurement
items have been proposed to assess these constructs, with the widely accepted inclusion of 12
items for mindfulness from Feldman et al. (2007), 11 items for employee creativity from
Munoz-Doyague & Nieto (2012), and 6 items for employee performance from Karim (2019).
Notably, while the mediating influence of employee creativity has been acknowledged,
it is imperative to highlight that a complete mediation has not been realized. Predictors such as
mindfulness and management control systems have been identified as direct determinants of
employee performance, yet the mediation of employee creativity enhances and fortifies these
direct relationships. This observation underscores a notable research gap in comprehensively
exploring the mediating dynamics between other variables within the realms of human resource
management or organizational behavior and their impact on employee performance.
Therefore, this identified gap presents fertile ground for future research endeavors,
inviting scholars to delve deeper into the intricate interplay of variables and the nuanced
mediation mechanisms that contribute to a more profound understanding of the determinants of
employee performance in the fields of human resource management and organizational
behavior.
Based on a practical standpoint, it is crucial to recognize that, beyond the influence of
leaders and managers within the organization, employees themselves wield a considerable
impact on their performance levels. Consequently, the cultivation and management of employee
attitudes become paramount in shaping their overall performance. Human resource managers
within the company are urged to broaden their focus beyond the implementation of traditional
human resource management practices and give due consideration to factors originating directly
from employees. This imperative also extends to company leaders, who possess the agency to
determine the appropriate leadership approaches, thereby enhancing the effectiveness of human
resource management, which, in turn, can foster increased employee mindfulness.
In the pursuit of optimizing employee performance, it is imperative for company human
resource leaders and managers not to overlook the crucial roles played by mindfulness and
employee creativity. Recognizing and nurturing these aspects can prove instrumental in creating
a conducive environment that fosters heightened employee performance. This approach

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

15
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

establishes a holistic paradigm in human resource management, one that encompasses both
managerial practices and the intrinsic contributions of the workforce.
The proposed research model contributes significantly to the advancement of research
in the field of human resource management and organizational behavior. By addressing existing
research gaps in the areas of mindfulness, employee creativity, and employee performance, the
model illuminates the intricate relationships among these variables. It elucidates that
mindfulness can exert direct and indirect effects on employee performance, with the mediating
role of employee creativity as a crucial link in this dynamic interplay. This nuanced
understanding not only adds depth to the current body of knowledge but also provides practical
insights for organizational leaders and human resource practitioners seeking to enhance
employee performance in contemporary work settings.

5 CONCLUSIONS

The contemporary evaluative framework within the employee domain has embraced a
sophisticated analytical lens, wherein the delineation of employee performance relies upon a
meticulous examination of mindfulness and its intricate interplay with employee creativity,
culminating in a discerningly refined and updated model. This scholarly endeavor unfolds to
explicate a discernibly positive correlation among the dimensions of mindfulness, employee
creativity, and employee performance. The gravitas of this scholarly contribution is further
underscored by the meticulous exploration of this intricate tripartite relationship across diverse
populations and geographical locales, thereby substantiating the expansive generalizability of
the empirical insights gleaned.
Of paramount import is the discernment that the study, in accomplishing its articulated
objective, unravels the nuanced role of employee creativity as a mediating variable in the
multifaceted relationship between mindfulness and employee performance. This
methodological refinement is exemplified through the employment of a precisely curated set of
psychometric instruments comprising 7 items gauging mindfulness, 11 items assessing
employee creativity, and 6 items scrutinizing employee performance. Noteworthy is the
specificity of this investigation, wherein the chosen organizational milieu is a financial entity
situated within the intricate sociocultural fabric of Indonesia.
Notwithstanding the scholarly merits of this research, it is imperative to delineate
inherent methodological limitations, notably the circumscribed sample size and respondent
pool, thereby warranting a judicious expansion in subsequent academic pursuits. While extant

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

16
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

empirical results evince the validation of certain relationships, the tempering acknowledgment
is made that specific values may languish at the lower echelons, perhaps attributable to the
exclusion of particular items. The scholarly trajectory postulates that a judicious augmentation
of the sample size will conduce to the amplification of statistical robustness, thereby
substantiating the veracity of the discerned relationships.
Looking prospectively, the trajectory of academic inquiry urges subsequent scholars to
wield this refined model within the crucible of larger sample sizes, thereby auguring a more
profound and nuanced comprehension of the intricate dynamics enveloping mindfulness,
employee creativity, and performance. Moreover, the judicious incorporation of the entire
gamut of mindfulness items hitherto amassed in the annals of scholarship promises to enrich
the depth and breadth of ensuing investigations. A scholarly imperative emerges in the form of
an entreaty to unravel the intricate interconnections between the elucidated model and the
pivotal roles ascribed to leadership and human resource management vis-à-vis their influence
on the tapestry of employee creativity and performance, thereby engendering a more sagacious
and comprehensive grasp of organizational dynamics.

REFERENCES

Akil, S. R., Soemaryani, I., Hilmiana, H., & Joeliaty, J. (2021). Determinant factors of
intellectual capital for improving public sector innovation: an empirical study from
Indonesia. The Journal of Asian Finance, Economics and Business (JAFEB), 8(12), 421-
429.

Al-Ayed, S. (2022). The impact of e-commerce drivers on e-customer loyalty: Evidence from
KSA. International Journal of Data and Network Science, 73–80. doi:
10.5267/j.ijdns.2021.10.002

Al-kharabsheha, S. A., Attiany, M. S., Alshawabkeh, R. O. K., Hamadneh, S., Alshurideh, M.

T. (2023). The impact of digital HRM on employee performance through employee
motivation. International Journal of Data and Network Science, 275–282. doi:
10.5267/j.ijdns.2022.10.006

Al-Mamary, Y. H. S., Alraja, M. M. (2022). Understanding entrepreneurship intention and

behavior in the light of TPB model from the digital entrepreneurship perspective.
International Journal of Information Management Data Insights.

Arifuddin, Lita, W., Catherine, S., Yingxiang, S. (2023). The influence of leadership style and
work motivation on employee performance. Journal Markcount Finance, 1(3).

Aydoğmuş, C. (2022). Mindfulness and job performance: the mediating role of self-esteem.
Trends in Business and Economics, 36(4): 315-324. doi: 10.5152/TBE.2022.947362

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

17
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Çavuş, M. F., Ayşe Gökçen, A. (2015). Psychological capital: definition, components and
effects (2015). British Journal of Education, Society & Behavioural Science, 5,3, 244-255.

Cuong, N. M., Mutai, N., Samoylenko, S., Rostomyan, A., Anjum, S., Ibeh, L., ... & Nghiem,
T. (2023). Mindfulness Philosophy and the Redefined Transformation Leadership Model:
The Case Study of Plum Village. Journal of Law and Sustainable Development, 11(12),
e2138-e2138.

Dul, J., Ceylan, C. (2010). Work environments for employee creativity. Ergonomics
(forthcoming), 1-25.

Elidemir, S. N., Ozturen, A., Bayighomog, S. W. (2020). Innovative behaviors, employee

creativity, and sustainable competitive advantage: a moderated mediation. Sustainability,
12, 3295; doi:10.3390/su12083295

Emami, A., Ashourizadeh, S., Sheikhi, S., Rexhepi, G. (2022). Entrepreneurial propensity for
market analysis in the time of COVID‑19: benefits from individual entrepreneurial
orientation and opportunity confidence. Review of Managerial Science, 16: 2413–2439.

Farmer, S. M., Tierney, P. Kung-Mcintyre, K., (2003). Employee creativity in Taiwan: An

application of role identity theory. Academy of Management Journal, 46, 5, 618–630.

Fitzhugh, H., Michaelides, G., Daniels, K., Connolly, S., Nasamu, E. (2023). Mindfulness for
performance and wellbeing in the police: Linking individual and organizational outcomes.
Review of Public Personnel Administration, 00 (0). doi: 10.1177/0734371X231155794

Gong, Y., Huang, J-C., Farh, J-L. (2009). Employee learning orientation, transformational
leadership, and employee creativity: The mediating role of employee creative self-efficacy.
Academy of Management Journal, 52, 4, 765–778.

He, J., Li, X., Wang, H., Xu, Z. (2023). A study on the relationship between mindfulness and
work performance of web editors: Based on the chain mediating effect of workplace
spirituality and digital competencies. Frontiers in Psychology, 13:1068735. doi:
10.3389/fpsyg.2022.1068735

Hee, O. C., Qin, D. A. H., Kowang, T. O., Husin, M. M., Ping, L. L. (2019). Exploring the
impact of communication on employee performance. International Journal of Recent
Technology and Engineering, 8, 3S2. doi:10.35940/ijrte.C1213.1083S219

Hermina, U. N., Yosepha, S. Y. (2019). The model of employee performance. International

Review of Management and Marketing, 9(3), 69-73.

Iskamto, D., (2021). Stress and its impact on employee performance. International Journal of
Social and Management Studies, 02, 03, 142-148.

Islam, R., Rasad, S. b. H. (2006). Employee performance evaluation by the AHP: A case study.
Asia Pacific Management Review, 11(3), 163-176.

Iqbal, N., Anwar, S., and Haider N., (2015). Effect of leadership style on employee
performance. Arabian Journal of Business and Management Review, 5, 5

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

18
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Jiang, W., Gu, Q. (2015). Leader creativity expectations motivate employee creativity: A
moderated mediation examination, The International Journal of Human Resource
Management. doi: 10.1080/09585192.2015.1109535

Kamp, E. M. O. d., Tims, M., Bakker, A. B., Demerouti, E. (2023). Creating a creative state of
mind: Promoting creativity through proactive vitality management and mindfulness.
Applied Psychology, 72, 743–768.

Al Karim, R. A. (2019). Impact of different training and development programs on employee

performance in Bangladesh perspective. International Journal of Entrepreneurial
Research, 1, 2, 8-14.

Kaveski, I. D. S., Beuren, I. M. (2020). Influence of management control systems and creativity
on job performance. Cadernos Ebape.Br, 18, 3.

King, E., Haar, J. M. (2017). Mindfulness and job performance: A study of Australian leaders.
Asia Pacific Journal of Human Resources, 55, 298–319 doi:10.1111/1744-7941.12143

Kirsh, D. (2001). The context of work. Human-Computer Interactions, 16, 305-322.

Kudesia, R. S. (2015). Mindfulness and creativity in the workplace, 190-212.

Kuswati, Y. (2020). The effect of motivation on employee performance. Budapest International

Research and Critics Institute-Journal, 3, 2, 995-1002.

Muñoz-Doyague, M. F., Nieto, M. (2012). Individual creativity performance and the quality of
interpersonal relationships. Industrial Management & Data Systems, 112, 1, 125 – 145.

Nguyen, N., Cripps, A. (2001). Redirecting housing value: A comparison of multiple regression
analysis and artificial neural mnetworks. JRER, 22,3, 313-336.

Oleś, P. K., Alessandri, G., Oleś, M., Bak, W., Jankowski, T., Laguna, M., Caprara, G. V.
(2013). Positive orientation and generalized self-efficacy. Studia psychologica, 55, 1, 47-
59.

Parjanen, S. (2012). Experiencing creativity in the organization: from individual creativity to

collective creativity. Interdisciplinary Journal of Information, Knowledge, and
Management, 7, 109-128.

Pattnaik, L., Jena, L. K. (2020). Mindfulness, remote engagement and employee morale:
Conceptual analysis to address the “new normal.” Organizational Analysis, 1934-8835.
doi: 10.1108/IJOA-06-2020-2267

Pawirosumarto, S., Sarjana, P. K., Muchtar, M. (2017). Factors affecting employee

performance of PT. Kiyokuni Indonesia. International Journal of Law and Management,
59, 4. Doi: 10.1108/IJLMA-03-2016-0031

Reb, J., Narayanan, J., Ho, Z. W. (2015). Mindfulness at work: Antecedents and consequences
of employee awareness and absent-mindedness. Mindfulness, 6:111–122. doi:
10.1007/s12671-013-0236-4

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

19
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Roberts, L. M., Creary, S. J. (2013). Navigating the self in diverse work contexts. Chapter for:
The Oxford Handbook of Diversity and Work, 1-53.

Sajjad, A., Shahbaz, W. (2020). Mindfulness and social sustainability: An integrative review.
Social Indicators Research, 150, 73–94.

Sayed, M. A., Mustamil, N. M., Seng, T. L. (2021). A conceptual proposal: Does improvisation
moderate the relationship between mindfulness and employee creativity. Malaysian
Journal of Social Sciences and Humanities, 6, 11, 390 – 398.

Schultz, P. P., Ryan, R. M., Niemiec, C. P., Legate, N., Williams, G. C. (2015). Mindfulness,
work climate, and psychological need satisfaction in employee well-being. Mindfulness, 6,
971–985. doi: 10.1007/s12671-014-0338-7

Seddig, D., Maskileyson, D., Davidov, E., Ajzen, I., Schmidt, P. (2022). Correlates of Covid-
19 vaccination intentions: Attitudes, institutional trust, fear, conspiracy beliefs, and vaccine
skepticism. Social Science & Medicine.

Siswadi, S. R. N., Muis, M., Thamrin, Y., Russeng, S. S., Naiem, F., & Manyullei, S. (2024).
The Effects of Work Stress and Workload on Job Satisfaction With its Impact on Employee
Performance at PT. Industrial Kapal Indonesia (Persero). Journal of Law and Sustainable
Development, 12(1), e3023-e3023.

Sunaryo, S., Suyono, J., Sarwoto, Fibayani, A. F., Barkah, Trisnawati, J. D. (2023). How does
mindfulness affect employee attitude and behavior toward work-related outcomes?
Tourism and Hospitality Management, 29, 4, 505-516.

Vaculik, M., Vytaskov, J., Prochazka, J., Zalis, L. (2016). Mindfulness, job satisfaction and job
performance: Mutual relationships and moderation effect. 21st International Scientific
Conference Smart and Efficient Economy: Preparation for The Future Innovative
Economy. Proceeding of Selected Papers, May 19–20, 2016, Brno, Czech Republic, 148-
156

Vallereand, R. J., Deshaies, P., Cuerrier, J-P., Pelletier, L. G., Mongeau, C. (1992). Personality
processes and individual differences. Journal of Personality and Social Psychology, 62, 1,
98-109.

Walsh, M. M., Arnold, K. A. (2020). The bright and dark sides of employee mindfulness:
Leadership style and employee well-being. Stress and Health, 36, 287–298. doi:
10.1002/smi.2926

Young, P., Chow, V., Haslam, C., Wood, A., Barker, J., (2023). Can rational emotive behaviour
therapy (REBT) and mindfulness be integrated effectively within high performance
settings? Journal of Rational-Emotive & Cognitive-Behavior Therapy, 41, 411–431.

Yu, X., Li, D., Tsai, C-H., Wang, C. (2019). The role of psychological capital in employee
creativity. Career Development International. doi: 10.1108/CDI-04-2018-0103

Zada, S., Khan, J., Zada, M., Saeed, I., Jun, Z. Y. (2023). Does servant leadership enhance
employee creativity and performance? Mediating role of knowledge sharing and
moderating the role of self-efficacy. Journal of Organizational and End User Computing,
35, 1. doi: 10.4018/JOEUC.321656

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

20
 Mindfulness and Employee Performance: Mediating Role of Employee Creativity
___________________________________________________________________________

Zhou, J., George, J. M. (2003). Awakening employee creativity: The role of leader emotional
intelligence. The Leadership Quarterly, 14, 545–568.

Rev. Gest. Soc. Ambient. | Miami | v.18.n.9 | p.1-21 | e07054 | 2024.

21
View publication stats