This research delves into the intricate interplay between employees' work values, defensive pessimism, and their job performance behaviors. The study seeks to unravel how work values, encompassing achievement, comfort, status, altruism, safety, and autonomy, shape employees' attitudes and actions in the workplace. Simultaneously, it examines whether the level of defensive pessimism, characterized by a tendency to establish exceptionally low expectations for future performance, moderates the impact of work values on job performance.
The analysis of job performance is divided into three facets: work disengagement, social loafing, and lying flat, all of which directly contribute to or hinder organizational objectives. The results consistently affirm the influence of work values on these behaviors. Notably, employees valuing altruism and safety exhibit diminished work disengagement, while those prioritizing autonomy display reduced instances of social loafing behavior. Additionally, a preference for comfort is associated with a decreased likelihood of lying flat behavior.
The study goes further to explore how defensive pessimism interacts with work values. It reveals that individuals with high defensive pessimism and a penchant for achievement are more prone to work disengagement behavior. Similarly, high defensive pessimism coupled with a strong sense of autonomy correlates with reduced social loafing behavior. Furthermore, employees with low defensive pessimism who value comfort and autonomy, as well as those with high defensive pessimism emphasizing safety, are less inclined to engage in lying flat behavior.
The research underscores the pivotal role of personal work values and defensive pessimism in shaping job performance. It highlights the need for organizations to consider these factors in employee management and development strategies, offering valuable insights into enhancing workplace productivity and employee engagement.

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