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Vallerand, R. J., Houlfort, N., & Forest, J. (2014). Passion for work: Determinants and outcomes. In M. Gagné (Ed.), The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory (pp. 85-105). Oxford: Oxford University Press.
... Secondly, we propose that the benefits associated with BEP will have less influence on those with higher work passion. Given their strong inclination toward work activities in which they invest time and energy (Vallerand et al., 2003(Vallerand et al., , 2014Zigarmi et al., 2011), we argue that those with high work passion may already be motivated to continue working in pursuit of important personal and career goals (Cui et al., 2021;Kim et al., 2015;Tarkar et al., 2019), such that BEP may have less influence on their attitudes and behavioral intentions. To date, little research attention has been paid to the role of work passion in predicting bridge employment (Tarkar et al., 2019) while further research needs to consider the possibility that it may interact with HRM practices to predict work-related outcomes (Cui et al., 2021). ...
... According to Dualistic Model of Passion, there are two specific types of work passion, namely, harmonious passion and obsessive passion (Vallerand et al., 2003(Vallerand et al., , 2014. To the extent that work is viewed as valuable and meaningful, it can be internalized as part of one's personal identity, resulting in harmonious passion (Vallerand et al., 2003(Vallerand et al., , 2014. ...
... According to Dualistic Model of Passion, there are two specific types of work passion, namely, harmonious passion and obsessive passion (Vallerand et al., 2003(Vallerand et al., , 2014. To the extent that work is viewed as valuable and meaningful, it can be internalized as part of one's personal identity, resulting in harmonious passion (Vallerand et al., 2003(Vallerand et al., , 2014. Accordingly, harmonious work passion has been described in terms of joy that comes from the pursuit of challenging and uplifting goals (Smilor, 1997) and an enduring, positive, internalized state of contentment that results from favorable cognitive and affective work appraisals (Zigarmi et al., 2011). ...
Bridge employment refers to the continuation of one’s career after retirement until one fully exits the workforce. This study aims to examine the relationship between bridge employment practices (BEP)—defined as human resource management (HRM) practices that seek to attract and incentivize workers to participate in post-retirement employment—and individuals’ career bridge employment intentions. We also examine whether this relationship can be explained by individuals’ attitudes towards bridge employment and whether work passion moderates this relationship. Survey data were collected from 305 faculty members at four large public universities in Thailand. The findings reveal that BEP directly influence individuals’ intentions to pursue bridge employment, whereas work passion influences bridge employment intentions through the mediating role of attitudes towards bridge employment. Furthermore, moderation analyses indicate that both the direct and indirect effects of BEP were significant only for individuals with low work passion, whereas those with high work passion were not influenced by the perceived benefits associated with BEP. Bridge employment intentions were found to stronger among female workers, whereas bridge employment attitudes were stronger among older, educated, and healthier workers. In contrast, financially satisfied workers displayed lower attitudes towards bridge employment. Our study emphasizes the need for tailored HRM practices that consider demographics as well as individual preferences and motivations to effectively promote bridge employment.
... It originates from intra-or interpersonal pressure due to certain contingencies linked to the activity and feelings of social acceptance or self-esteem or because the sense of arousal derived from involvement with the activity becomes uncontrollable . Obsessiveness can provide negative consequences, including psychological malaise and rumination (Forest et al., 2011;Vallerand et al., 2014), turnover intention (Gong et al., 2020), and burnout (Carbonneau et al., 2008;Birkeland and Buch, 2015;Gong et al., 2020). ...
... For example, a study by Lee et al. (2016) found that individuals who crafted their jobs experienced greater job engagement, job satisfaction, and resilience. Furthermore, a study by Vallerand et al. (2014) and Wan et al. (2022) found that harmonious passion (a type of passion in which individuals freely engage in their work because they love it) predicted job elaboration, which in turn predicted job engagement. In summary, passion for work can lead to greater engagement at work, especially when individuals are able to tailor their jobs to their interests and abilities. ...
... Therefore, it is plausible that absorption may mediate the relationship between job passion and job performance. Passionate workers may be more likely to experience high levels of absorption, and this deep involvement in their tasks can lead to better job performance (Vallerand et al., 2014). As for the fourth hypothesis (H4), the increase in social job resources is not related to vigor and dedication because social job resources involve conscious changes in interpersonal relationships at work in search of new learning opportunities and personal development, while engagement, more specifically vigor, refers to the level of energy, enthusiasm in performing activities, and dedication to achieving the goals and objectives of the organization (Sajjad and Shahbaz, 2020;Al-Hamdan and Bani Issa, 2022;Srimulyani and Hermanto, 2022;Nurtjahjani et al., 2023). ...
Introduction
This study sought to relate the two types of work passion, harmonious passion and obsessive passion, to the organizational consequences of engagement, job crafting, and perceived individual job performance. This study was based on the Employee Work Passion Appraisal model and conducted to evaluate possible statistical associations of the dualistic approach of passion used as an antecedent of positive and negative organizational outcomes (engagement, job crafting, and perceived individual job performance).
Methods
The data collection and analysis for this study were accomplished by a transversal and quantitative study design. A non-probabilistic method was used to select a convenience sample composed of 305 Portuguese workers and was collected online from March to October 2020. The proposed hypotheses were evaluated using partial structural equation models.
Results
Overall, the results supported the proposed hypotheses and showed that harmonious passion positively affected organizational outcomes, while obsessive passion negatively affected these outcomes; notably, our findings also revealed high individual performance, high obsessive passion, and consequently, a significant increase in structural labor resources, a significant decrease in harmful labor demands, and high absorption.
Discussion
The findings highlight the importance of distinguishing between harmonious passion and obsessive passion in understanding their consequences for organizational outcomes. Promoting harmonious passion while managing the potential negative effects of obsessive passion is crucial for enhancing positive job-related behaviors and performance. Future research should explore interventions and strategies to foster harmonious passion, mitigate the negative impacts of obsessive passion, and ultimately improve overall work engagement and performance.
... Vallerand [9] defined passion as a dualistic paradigm that consists of seven core elements that set it apart from other activities. First, passion manifests itself in specific activities or pursuits, not in more generic pursuits that are exciting to anyone. ...
... Additionally, individuals retain complete control over the activities that have developed into their life passions, even if these activities have become an integral part of their personality [19,21]. People with harmonious passions participate in their work because of some inherent qualities of the activity in the workplace (e.g., fun and challenging) [9,22]. Additionally, people who are passionate about their work are able to harmoniously integrate work with other responsibilities and elements of their lives since work becomes an autonomous or volitional part of who they are [9]. ...
... People with harmonious passions participate in their work because of some inherent qualities of the activity in the workplace (e.g., fun and challenging) [9,22]. Additionally, people who are passionate about their work are able to harmoniously integrate work with other responsibilities and elements of their lives since work becomes an autonomous or volitional part of who they are [9]. They consequently reported fewer negative emotions, such as guilt and anxiety, and more positive impacts, such as pleasure and enjoyment, when participating in activities [7]. ...
This study employs a theoretical and comprehensive framework for investigating the
relationship between passion for work, work–family conflict, and emotional exhaustion. Drawing from the dualistic model of passion, we posited that passion could provoke negative feelings, leading to strict determination and inhibiting the attainment of an effective, balanced life. However, there is little empirical evidence to support the dualistic model of passion’s notion that passion either can assist employees in balancing their various life responsibilities or impede such a balance. The purposes of this study are threefold: first, to investigate the impact of passion for work on work–family conflict; second, to examine the relationship between work–family conflict and emotional exhaustion; and third, to clarify the mediating process of work–family conflict in the relationship between passion for work and emotional exhaustion. A cross-sectional survey was employed to gather data from Indonesian firefighters (n = 398). PLS-SEM was utilized to test the proposed hypotheses. Our results revealed that obsessive passion negatively affects emotional exhaustion. The underlying reason for
this result is due to self-conceptions based on community expectations, receiving help from others to solve problems, and improving well-being even when problems arise. Our results suggest that organizations encourage employees’ harmonious development, providing employees with the skills necessary to deal with challenging situations and providing a family-supportive policy.
... A second difference between harmonious and obsessive passion is in their underlying motivational outlook (Curran et al., 2015;Zigarmi et al., 2018). Vallerand et al. (2014) wrote: "in the quality of motivation, specifically harmonious passion leading an individual to experience a more autonomous form of motivation and obsessive passion leading to a more controlled form of passion" (p .88). Obsessive passion originates from unacknowledged intrapersonal pressures typically stemming from the need for social acceptance or greater self-esteem rather than from the more harmonious, autonomous form of motivation that exists for the love of the activity itself. ...
... As mentioned earlier, harmonious passion and obsessive passion differ in: how they are integrated with a person's self-identity and other life commitments (Vallerand, 2008(Vallerand, , 2015, their affective valence (Vallerand, 2015;Vallerand et al., , 2008Vallerand et al., , 2015Vallerand & Houlfort, 2019), and in their underlying motivational outlooks (e.g., Curran et al., 2015;Vallerand, et al., , 2014Zigarmi et al., 2018). ...
... Fourth, our empirical analysis across three samples revealed differentially significant relationships for harmonious and obsessive passion as partial mediators between employees' perceptions of their work environment characteristics and their work intentions. These results are in keeping with the initial findings of Vallerand et al. (2014) regarding how harmonious and obsessive passion correlated differently with related constructs. We similarly found that employees' perceptions of their work environment characteristics were related to their individual experiences of harmonious and obsessive passion, and each form of passion (i.e., harmonious and obsessive) differently correlated with various work intentions. ...
This study contributes to the emerging literature on the employee work passion appraisal (EWPA) model, by replicating structural equation modeling across three samples (total n = 4,613). We examine passion for work as a mediator of employees’ work environment characteristics and work intentions. Our data fit the structure of the EWPA model in three samples. As expected, work environment characteristics were strongly and positively correlated with harmonious passion, but contrary to our expectations, work environment characteristics were moderately and positively correlated with obsessive passion. Harmonious passion was positively correlated with work intentions, but the connection between obsessive passion and work intentions yielded mixed results. The overall results support harmonious passion, and less so obsessive passion, as partial mediators of employees’ perceptions of their work environment characteristics and favorable work intentions. This study has limitations in that it uses a cross-sectional, single-source, self-report design. Practical implications of the study are also presented.
... To date, most of the empirical studies measuring vocational passion have either focused on distinguishing different forms that passion can take Vallerand, Houlfort, & Forest, 2014) or on examining passion within the specific domain of entrepreneurship Cardon et al., 2009b;Chen, Yao, & Kotha, 2009). However, our science still lacks, and could benefit from, a validated scale focused on quantifying one's level of work passion across various vocational contexts. ...
... Research in this vein has primarily focused on differentiating the two forms of passion towards work (Forest, Mageau, Sarrazin, & Morin, 2011;Vallerand & Houlfort, 2003;Vallerand et al., 2014) and non-work activities (e.g., hobbies, gambling, sports, music; Vallerand, 2018;. Harmonious and obsessive forms of passion towards their work predict a number of important outcomes, such as concentration, psychological well-being, work satisfaction, job burnout, and work performance . ...
... All three scientific definitions of work passion mentioned above (Baum & Locke, 2004;Cardon et al., , 2009bVallerand & Houlfort, 2003;Vallerand et al., 2014), and others (Chen, Ellsworth, & Schwarz, 2015;Chen et al., 2009;Perttula & Cardon, 2011;Zigarmi, Nimon, Houson, Witt, & Diehl, 2009), agree that the subjective experience is inherently laden with positive affect. For example, in defining and measuring passion, researchers have often used positively valenced words such as "love" (Baum & Locke, 2004; "like" (Cardon et al., 2012;Vallerand, 2018) and "exciting" (Cardon et al., 2012). ...
Passion for work has become increasingly valued, as reflected by its ubiquity in popular and empirical discourse. Yet we lack scientific consensus on the definition of work passion, and a reliable, well-validated measure of work passion that is relevant to workers across various vocations. In this paper, we identified and integrated key themes from existing scientific conceptualizations into a precise definition: Passion for work means to strongly identify with a line of work that one feels motivated to engage in and derives positive affect from doing. We developed a 10-item Work Passion (WP) scale, which we tested across multiple studies with a total of 858 adults, including working adults from two different English-speaking cultural backgrounds (i.e., United States and Singapore), and a two-wave study of employees from various vocations. Our results showed that work passion is associated with a host of beneficial outcomes, including greater career commitment, lower levels of job burnout, less work-home conflict, and fewer physical symptoms. Our research (1) provides an integrated definition of work passion, (2) offers a reliable, cross-culturally tested scale, and (3) highlights important implications for work outcomes associated with being passionate towards one’s line of work.
... The question of why some individuals are more successful than others has been the subject of extant research in the management and entrepreneurship literature (Bandura 1977;Baum & Locke 2004;Dyer, Gregersen & Christensen 2008). The importance of grit-related constructs as individual traits for success has been studied as passion and tenacity (Baum & Locke 2004); creativity, selfefficacy and goal-setting (Baum 2015); persistence (Holland & Shepherd 2013); resilience (Kossek & Perrigino 2016;Shin, Taylor & Seo 2012); and self-regulatory processes (Locke & Latham 2013;Mueller et al. 2017;Nambisan & Baron 2013;Vallerand, Houlfort & Forest 2014). ...
... Duckworth et al. (2007) developed a 12-item grit scale, which was condensed into an 8-item scale ), separating grit into two related dimensions: consistency of interest and perseverance of effort. Constructs such as grit and its related components have been studied as predictors of long-term success under arduous circumstances in multiple contexts (Baum & Locke 2004;Duckworth & Gross 2014;Duckworth, Quinn & Seligman 2009;Locke & Latham 2013;Vallerand et al. 2014;Wolters & Hussain 2015;Wrzesniewski 2012). Duckworth et al. (2007) proposed that grit should be differentiated from (while related to) the traditional Big Five trait of conscientiousness based on the relative importance of stamina (pursuing goals with high effort and intensity) because grit involves long-term commitment, not short-term intensity ). ...
... Passion can therefore be considered a domain-specific motivational construct (Chen, Yao & Kotha 2009), important in the entrepreneurship and management literature (Mueller et al. 2017). The importance of passion in the successful outcome of particular tasks has been confirmed by Baum and Locke (2004), Vallerand et al. (2014), Houlfort et al. (2015), and has recently been shown to be important in venture success (Mueller et al. 2017). ...
Grit – passion and perseverance for long-term goals – has been empirically shown to be a positive predictor of success across multiple contexts. The current study developed a new framework of grit within a framework of self-regulatory behaviours. Here, a qualitative approach was assumed to obtain interview data from chief innovation officers and chief information officers within technologically intensive industries. Empirical evidence was used
to inductively determine the underlying cognitive-affective processing that influences gritty behaviour. Overall, six strategies were identified: temporal perspective, perpetual evaluation, motivational orientation, strength and resource gathering, system thinking and framing.
Organisations may utilise the grit model developed here to enhance the grittiness of their innovation leaders by building effective cognitive-affective strategies.
... In the past two decades, the psychological construct of passion has attracted much research attention (Gorgievski & Bakker, 2010;Marsh & Collet, 1987;Vallerand & Houlfort, 2003;Vallerand, Houlfort, & Forest, 2014). Studied across a variety of contexts ranging from education (Stoeber, Childs, Hayward, & Feast, 2011) and health (St-Louis, Carbonneau, & Vallerand, 2016), to sports and leisure (Lafreniere, Vallerand, Donahue, & Lavigne, 2009), passion is defined as a strong inclination toward an activity that one values and to which one devotes time and energy (Vallerand, 2008). ...
... In addition, authors (e.g., Vallerand et al., 2014) called for research to increase understanding of the development of passion in the work domain. Vallerand et al. (2007) stated that when considering work passion, research is needed to "understand the intricacies of the psychological process through which passion contributes to performance" (p. ...
... (work cognitions), the more an individual experiences psychological need satisfaction, the more he or she should perceive his or her participation in the activity as selfdetermined, want to maintain his or her involvement in it, and develop a passion for it (Vallerand et al., 2014). ...
The Problem. Little is known about the psychological process employees’ experience when they interact in their workplace, evaluate its characteristics, and become passionate about their work. As a proposed psychological mechanism, Self-determination theory postulates that the satisfaction of the three basic psychological human needs is essential for positive work cognitions stemming from one’s work environment to give rise to work passion.
The Solution. Using the Employee Work Passion Appraisal model, we investigated the relations between employees’ work cognitions, basic psychological needs, and work intentions. Results revealed that as employees positively appraise their work characteristics, their basic psychological need satisfaction increases and so do their work intentions, thus indicating the emergence of work passion.
The Stakeholders. The empirical evidence found for the EWPA model highlights the importance of encouraging employees’ psychological needs for autonomy, competence, and relatedness for positive work cognitions to lead to more beneficial and positive work intentions, such that organizational leaders, immediate supervisors, and general practitioners should devise interventions aimed at promoting specific characteristics, such as job autonomy, task variety, meaningful work, and performance expectations, that contribute to greater psychological need satisfaction to foster employee work passion.
... Thus, our knowledge of this purported linkage is under-developed, and more work is needed to verify whether this link is a fallacy that needs correction, or whether it does indeed exist and, if so, how and when passion translates into engagement. Second, job passion, capturing a strong inclination for one's job that defines who the individual is (Ho et al., 2011;Vallerand et al., 2014), and work engagement, capturing one's psychological presence in work roles (Kahn, 1990(Kahn, , 1992Saks, 2006), share a conceptual overlap, both being motivational states that drive a person's involvement in work-related activities (Ho et al., 2011;Rothbard, 2001). Thus, delineating these two constructs as well as the intermediate mechanisms through which they relate to each other will inform researchers on how they are conceptually and empirically distinct but yet connected. ...
... In the organizational context, research has examined employees' passion for their jobs and showed that employees can indeed have job passion (i.e. have a strong inclination for their job that defines who they are) (e.g. Ho et al., 2011;Vallerand et al., 2014). Two essential components underlie the passion construct: the first is an affective component comprising a strong liking or love for one's job, and the second is a cognitive component capturing the internalization of the job into one's identity. ...
... This allows them to more fully and freely engage in work activities, thereby facilitating positive emotions and affect (e.g. inspired, enthusiastic) when carrying out these activities (Philippe et al., 2010;Vallerand et al., 2014). Because such employees are also able to balance their jobs with other life activities and obligations, they are less likely to experience conflict, guilt or other forms of negative affect when they have to focus on these other activities and are unable to attend to their jobs . ...
... According to the DMP, passion is a strong inclination toward an activity that people like, find important and identify with, and in which they invest considerable time and energy (Vallerand et al., 2003). Over the past decade, research on work passion has suggested a positive effect on individuals' work attitudes, behaviors, and well-being (Ho and Astakhova, 2019;Vallerand et al., 2014). In the motivation structure, passion can be distinguished as harmonious and obsessive (Fang et al., 2020). ...
... Harmonious passion is associated with autonomous internalization, whereby employees freely view work as important because of the characteristics of the work itself (e.g., challenging or enjoyable) (Vallerand, 2015). Thus, harmonious passionate employees autonomically internalize and perform work freely without conditions or pressure (Vallerand et al., 2014), and are able to balance work with life (Vallerand, 2015). In addition, when harmonious passionate employees engage in tasks, they are likely to express more positive affect, such as happiness and enjoyment, and less negative affect, such as anger and anxiety (Vallerand et al., 2003). ...
Given the generally stressful job demands of the hospitality industry during the COVID-19 pandemic, understanding the work passion and emotions of hotel employees is particularly important. Based on the conservation of resources theory and the job demands-resources model, this study develops a multiple mediation model to investigate how frontline hotel employees with different types of work passion choose emotional labor strategies under the effects of the COVID-19 pandemic and the impact of different choices on their service quality. A two-stage survey using data from 206 frontline employees of five-star hotels in China explored how work passion influences emotional labor and thereby affects emotional expression as well as service quality. The results showed emotional labor partially mediates the relationship between work passion and emotional expression, which in turn mediates the relationship between emotional labor and service quality during the COVID-19 pandemic. The theoretical and practical implications of this study are discussed.
... This creates a quiet and undisturbed working environment for employees, which helps employees free up time for innovation activities, in addition to completing their work on time (Gevers, Rutte, & Van, 2006;Gevers & Demerouti, 2013). Moreover, recent findings on the positive relationship between supervisors' temporal reminders and subordinates' creativity (Gevers & Demerouti, 2013) are in agreement with our idea, given that temporal reminder are a concrete manifestation of temporal leadership (Mohammed & (Liu et al., 2011), providing supporting (Vallerand et al., 2014), and creating a fair atmosphere (Kong, 2016). They should be clear about time requirements, instead of interfering with employees' schedules. ...
... Second, when implementing temporal leadership behavior, supervisors should avoid passing information to employees that only focuses on the timely completion of tasks. Instead, supervisors should be attentive to employees' affective response to temporal leadership, and guide them towards harmonious passion rather obsessive passion by empowering (Liu et al., 2011), providing supporting (Vallerand et al., 2014), and creating a fair atmosphere (Kong, 2016). They should be clear about time requirements, instead of interfering with employees' schedules. ...
Purpose
The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.
Design/methodology/approach
Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.
Findings
The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.
Originality/value
This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.
... Vallerand et al. (2003) categorised passion into two types: harmonious passion and obsession passion. Harmonious passion is regarded as a motivational concept that contributes to positive individual and organisational outcomes, which contradicts its counterpart, obsessive passion, that is often linked to undesired consequences (Burke, Astakhova & Hang, 2015;Vallerand, Houlfort & Forest, 2014). Recent studies have started to capture the role of harmonious environmental passion in explaining PEB (Robertson & Barling, 2013). ...
... organisational artefacts) were introduced through various functions of human resources management in the organisation were useful to arouse employees' harmonious green passion. Perception of work climate that supports environmental sustainability forms a psychological mechanism that can promote harmonious environmental passion among employees (Vallerand et al., 2014). The finding is consistent with Hardgrove and Howard's (2015) argument that employee passion can be discouraged or encouraged in the workplace. ...
Environmental issues such as climate change, pollution, deforestation, and the loss of biodiversity are the concerns of society in different parts of the world today. As human activities have adverse impacts on the environment, developing pro-environmental behaviour in each individual is an essential aspect of protecting mother earth. The primary purpose of this research is to evaluate the influence of green work climate perceptions and harmonious environmental passion on pro-environmental behaviour (PEB). Additionally, 78 IJMS 26(2), 77-97 (2019) the mediating effect of harmonious environmental passion between green work climate and PEB is determined. A total of 167 academics from a private university in Malaysia participated in this study. The results from Partial Least Square-Structural Equation Modelling suggested that green work climate and harmonious environmental passion positively influence PEB. Apart from this, harmonious environmental passion partially mediates the relationship between green work climate and PEB. The results indicate that leaders should actively shape the perception of green work climate within their organisations through policies and procedures that support environmental sustainability efforts, as well as effectively communicate with their employees. Such efforts will lead to greater harmonious environmental passion, in turn, promoting pro-environmental behaviour among members.
... The motivational construct of work passion, defined as one's strong inclination toward work that the individual loves and that is part of one's identity (Vallerand, 2015;Vallerand, Houlfort, & Forest, 2014), has received growing attention in both academic literature and the business press (e.g., Hagel, Brown, Ranjan, & Byler, 2014;Vallerand & Houlfort, 2019). Cultivating passion at work is viewed as "a cornerstone of talent development" (Hagel et al., 2014) because of the positive impact work passion has on individuals' work attitudes, behaviors, and well-being . ...
... The few studies on work passion antecedents have primarily adopted an individual-focused approach, arguing that the roots of passion stem from individuals' preexisting capacities and abilities (e.g., signature strengths), personality traits (e.g., autonomy personality), and identity centrality and salience (Forest et al., 2012;Murnieks, Mosakowski, & Cardon, 2014;Vallerand et al., 2006). However, selfdetermination theory, which provides the theoretical underpinning for the work passion construct, suggests that such an individual-focused approach can be incomplete, given that social and/or environmental influences also "catalyze both within-and between-person differences" in the person's motivation (Ryan & Deci, 2000, p. 68;Vallerand et al., 2014), thereby warranting investigations of environmental antecedents of work passion. ...
Drawing from signaling theory, we propose a work passion transfer model where leaders’ passion is transmitted to employees through the former's leadership style, and is contingent on employees’ perceived importance of performance to self‐esteem (IPSE). Data from 201 supervisor‐employee dyads from the healthcare industry show that leaders’ harmonious passion led to employees’ harmonious passion through charismatic leadership, whereas contingent reward leadership accounted for the transfer of obsessive passion; IPSE did not play a moderating role for either form of passion. Results from a supplementary study further reveal that the link between leadership and employee passion operated through employees’ perception of leader passion, and that employees’ IPSE accentuated the relationship between perceived leader obsessive passion and employees’ obsessive passion. This study advances research in work passion, leadership, and signaling theory, and provides important implications for managerial practice.
... Much of the research on passion originates in social psychology, where it has been examined in areas such as education, hobbies, parenting and gambling (see Vallerand, 2015 for a detailed review). Studies of harmonious passion have found it to be positively associated with concentration, absorption and flow, as well as negatively related to shame (Vallerand et al., 2014). Harmonious passion has been found to be related to work attitudes and behaviors including job satisfaction, turnover intention and creativity (Liu et al., 2011), as well as perceptions of workload, job control and positive support (Lavigne et al., 2014). ...
... These findings are both theoretically and practically relevant, as organizations prefer employees who are passionate about and dedicated to their work. Identifying influential predictors of these outcomes answers previous calls for research to discover causes of harmonious passion (Vallerand et al., 2014;Zigarmi et al., 2009) and job dedication (Grant, 2008). ...
Purpose
With increasing competition in the marketplace, there is a greater push for exceeding customer expectations and delivering customer delight to ensure firm’s success. The main reason for this push is the beneficial outcomes for the firm. More recently, hidden benefits have been identified (i.e. elevated customer emotions can positively impact other customers and employees in the service environment). Adding to this developing literature, the current research develops a model that links antecedents and outcomes to employee perceptions of customer delight.
Design/methodology/approach
Both field and panel data, as well as multiple statistical methods, were utilized to test the hypothesized relationships. The field data were collected from employees of a national specialty retailer.
Findings
Service climate and interpersonal influence have a positive impact on customer delight and employee perceptions of customer delight. In turn, employee perceptions of customer delight positively impact harmonious passion and job dedication. In addition, accountability for pleasing customers is a significant moderator of the relationship between employee perceptions of customer delight and harmonious passion, but not between employee perceptions of customer delight and job dedication.
Research limitations/implications
This research contributes to the ongoing debate on the viability of customer delight as a service standard by investigating the under-studied perspective of the frontline employee.
Practical implications
This research contributes to the debate on the value of customer delight as a service standard by investigating the under-studied perspective of the frontline employee. A key takeaway for practitioners is how to create and manage the delight spirals that can occur when customers are delighted.
Originality/value
This is the first study that evaluates antecedents and outcomes of employee-perceived customer delight in a single model. This is also the first study to measure the impact of employee perceptions of customer delight with field data.
... Much of the present literature concerning the work place determinants of the DMP seem to be focused on the presence of autonomy-supportive strategies within the work environment, as well as emphasizing signature strengths, activity selection, activity valuation, and internalization (e.g., Forest et al., 2012;Mageau et al., 2009; and as discussed by Hardgrove, Chapter 6, this volume). In recent publications summarizing the envi ronmental determinants and outcomes of work passion, Vallerand and colleagues advocated antecedents such as autonomy-supportive environ ments through transformational leadership and choice, yet they called for more research to be done to promote harmonious passion in organiza tional settings (Vallerand, 2015;Vallerand et al., 2014). ...
... he Dualistic Model of Passion (DMP) as "a strong inclination toward an activity that people like, that they find important, and in which they invest time and energy" ( p. 757). As a result of this definition, and model, the psychological and sociological passion literature has grown and matured rapidly in areas of romance, gambling, and sports (cf.Vallerand, Houlfort, & Forest, 2014;Vallerand, 2008;2010;Vallerand, 2015). The explora tion of work passion has become a more recent phenomenon(cf. Garden et al., 2009; Perttula 8c Garden, 2012;Vallerand, 2015; Vallerand 8c Houlfort, 2003). ...
There are four primary purposes of this chapter. First, the chapter presents a social cognitive model for the formulation of work passion, an operational definition, and its key components. Second, the chapter places the employee work passion appraisal (EWPA) model into perspective using the literature on work passion. Third, the chapter reviews the empirical research studies completed on the EWPA model since its inception. Fourth, the chapter suggests future directions for the research and application of the model. Using social cognitive appraisal theory as its origins, the EWPA model, composed of the components of cognition, affect, a sense of job well-being, and work intentions, will be defined and explored.
... Much of the present literature concerning the work place determinants of the DMP seem to be focused on the presence of autonomy-supportive strategies within the work environment, as well as emphasizing signature strengths, activity selection, activity valuation, and internalization (e.g., Forest et al., 2012;Mageau et al., 2009; and as discussed by Hardgrove, Chapter 6, this volume). In recent publications summarizing the envi ronmental determinants and outcomes of work passion, Vallerand and colleagues advocated antecedents such as autonomy-supportive environ ments through transformational leadership and choice, yet they called for more research to be done to promote harmonious passion in organiza tional settings (Vallerand, 2015;Vallerand et al., 2014). ...
... he Dualistic Model of Passion (DMP) as "a strong inclination toward an activity that people like, that they find important, and in which they invest time and energy" ( p. 757). As a result of this definition, and model, the psychological and sociological passion literature has grown and matured rapidly in areas of romance, gambling, and sports (cf.Vallerand, Houlfort, & Forest, 2014;Vallerand, 2008;2010;Vallerand, 2015). The explora tion of work passion has become a more recent phenomenon(cf. Garden et al., 2009; Perttula 8c Garden, 2012;Vallerand, 2015; Vallerand 8c Houlfort, 2003). ...
... Interest in the concept of work passion has burgeoned over the past decade among scholars (Perrewe, Hochwater, Ferris, McAllister, & Harris, 2014;Vallerand, Houlfort, & Forest, 2014) as well as managers (Boyatzis, McKee, & Goleman, 2002;Hagel, Brown, Ranjan, & Byler, 2014), as a growing body of evidence demonstrates the benefits that derive from having harmoniously passionate employees. Defined as a strong inclination toward an activity that people like and find important, and in which they invest significant time and energy (Vallerand, 2010), passion extends into the work realm, and benefits of work passion include psychological and attitudinal aspects such as subjective vitality, affective commitment, positive perceptions of job resources and adjustment to retirement (e.g., Forest, Mageau, Sarrazin, & Morin, 2011;Houlfort et al., 2015;Lavigne, Forest, Fernet, & Crevier-Brand, 2014), as T well as behavioral outcomes including job creativity, task and financial performance, and citizenship behaviors (Burke, Astakhova, & Hang, 2015;Ho & Pollack, 2014;Ho, Wong, & Lee, 2011;Liu, Chen, & Yao, 2011). ...
... In particular, our knowledge of the antecedents of work passion is scant compared to what we know about passion outcomes, and it remains unclear how organizations can develop and sustain employee passion. Thus far, only a handful of studies have examined predictors consisting of personal factors such as one's identification with work and autonomy orientation, and contextual factors such as perceived leadership style and team/unit autonomy support (e.g., Liu et al., 2011;Murnieks, Mosakowski, & Cardon, 2014;Vallerand et al., 2014). While these preliminary studies are insightful, the potential for discovering drivers of passion remains largely untapped. ...
This research draws on self-determination theory to investigate (a) the role of cooperative psychological climate in promoting harmonious work passion among employees with low intrinsic motivation; and (b) the mediating role of harmonious passion in linking cooperative psychological climate to behavioral outcomes. We propose that cooperative psychological climate facilitates harmonious passion and, in particular, plays a compensatory role among employees with low intrinsic motivation. In turn, harmonious passion is expected to facilitate both task performance and interpersonal helping, thereby linking cooperative psychological climate to these employee behaviors. We test the model using data from employees and their supervisors across two countries (Singapore and Brazil) and find cross-national evidence that cooperative psychological
climate compensates for low intrinsic motivation to predict harmonious passion. Harmonious passion also positively predicts task performance and interpersonal helping, but only in the Brazilian sample. This research enriches the nomological network of harmonious passion, provides an alternative pathway to driving employee passion when intrinsic motivation is
lacking, and underscores the value of considering the joint roles of passion predictors so as to reap the performance benefits of harmonious work passion.
... The other Believe sub-theme, Believe in Your Work, indirectly indicates the passion one needs to build within oneself toward the research they are doing. Numerous studies indicate how passion at work helps improve performance [30]- [32]. Passion for the research work one is doing comes from bonding with the topic and getting convinced that the research work is worthy and helpful, from both the societal and research community perspectives. ...
Mindset refers to a set of beliefs, attitudes, and assumptions that individuals hold about themselves and the world around them. The literature exploring mindsets suggests the existence of many mindsets relating to the performance of different tasks. Research is one such task or set of tasks undertaken by scholars that requires a mindset to perform research activities. Understanding research mindset is important because researchers are at the center of the research process. The term research mindset is used in the extant literature, but no theoretical base for the usage of this term has been established. The following work-in-progress study is a first attempt to understand the attributes of the research mindset among engineering doctoral researchers. Interviews were conducted with seven early career engineering researchers. Initial findings suggest that research mindset is comprised of six attributes: (1) open-mindedness, (2) believing in oneself and the research, (3) persistence, (4) honesty, (5) being critical, and (6) a writing mindset. The findings from this study provide a foundation for further explorations of research mindset. Introduction A mindset is a psychological framework that shapes an individual's perception, interpretation, and response to the world. Mindsets are composed of a complex set of beliefs, values, attitudes, and assumptions that are influenced by a person's experiences, upbringing, culture, and environment. They can have a profound impact on a person's behavior, emotions, and overall well-being. Recognizing and understanding our own mindsets can lead to insights into how they influence our thoughts and actions, which allows us to develop the ability to consciously shift or adapt our mindsets to better serve our goals and aspirations.
... HWP positively contributes to several employees' work-related outcomes, such as commitment, work engagement, psychological wellbeing, pro-social behaviors, and task performance (Forest et al., 2011;Ho et al., 2011;Ho et al., 2018); whereas, obsessive work passion can inflate several negative behaviors, such as depression, decreased psychological wellbeing, and reduced cognitive attention (Vallerand et al., 2003;Vallerand et al., 2014). HWP positively shapes service employees' pro-social and proactive behaviors (Teng, 2019). ...
The work at hand examined the mediating role of meaningful work in the negative association between ethical leadership and service employees’ knowledge-hiding behavior. The role of harmonious work passion as a contingent factor of the direct association between ethical leadership and service employees’ knowledge hiding behavior was also tested. Based on time-lagged (three waves, two months apart) survey data collected from 471 employees working in 52 service sector firms spanning different industries, the results showed a negative association between
ethical leadership and service employees’ engagement in knowledge-hiding behaviors, both directly and indirectly, via meaningful work. It was also found that the direct association between ethical leadership and knowledge hiding was contingent on harmonious work passion. The findings suggest that managers can deter service employees’ engagement in knowledge-hiding behaviors and achieve a sustainable competitive advantage by demonstrating ethical behaviors and bolstering employees’ perceptions of meaningful work.
... Though passion has been a hot topic in organizational research, the research exploring the antecedents of passion, especially specific work passions, such as passion for creative work, is limited (Newman et al., 2021;Pollack et al., 2020). Scholars have called for more studies to explore the formulation of passion (Egan et al., 2017;Vallerand et al., 2014). For example, Egan et al. (2017) indicated that "understanding the formulation of employee work passion, that is, the psychological processes that are experienced by employees when they become passionate (or dispassionate) about their work activities, is in its nascent stage of development" (p.396). ...
Based on work passion model and the substitutes for leadership perspectives, this study examines the process linking abusive supervision to employee creativity by focusing on the mediating influence of employees’ passion for inventing and the moderating influence of financial incentives and innovative culture. Data were obtained from 191 subordinates and their direct supervisor in China. We tested hypotheses using hierarchical multiple regression analyses. The results revealed that abusive supervision was negatively related to employee creativity, and employees’ passion for inventing mediated the relationship between abusive supervision and employee creativity. Furthermore, financial incentives weakened the negative relationship between abusive supervision and employees’ passion for inventing, while innovative culture could not change the above relationship. This study enriches the understanding of how abusive supervision is related to employee creativity by introducing the emotional mechanism and provides practical implications for reducing the harm of abusive supervision.
... Organizations also claim that cultivating worker passion is "a cornerstone of talent development" (Hagel, Brown, Ranjan, & Byler, 2014) and strive to hire and retain passionate workers. Similarly, research has emphasized the role of work passion as an important determinant of employee psychological experiences and work behaviors (Hagel et al., 2014;Vallerand, Houlfort, & Forest, 2014) as well as external stakeholder support (Mitteness, Sudek, & Cardon, 2012;Murnieks et al., 2016;Warnick et al., 2018). The word passion, originating from the Latin root patior "to suffer," has therefore reincarnated into what we now view as a somewhat magical force and a powerful motivator that makes one's work meaningful. ...
Despite growing interest among researchers and practitioners in the topic of work passion, multiple conceptualizations of this construct exist, and research within each conceptualization has advanced along independent streams with little integration or cross‐fertilization. In this editorial, we provide a brief overview of the literature on work passion (including employee passion and entrepreneurial passion), describe five extant conceptualizations, and present criticisms and opportunities for future research. We discuss the six papers in this special issue on work passion research and strongly encourage additional research that tames breadth and promotes depth in the study of passion at work.
... Valuing passion for work represents a double-edged sword for workers. As social psychologists note, workers who claim to be passionate about their jobs can experience positive impacts such as better workplace performance and increased job motivation (Vallerand and Houlfort 2003;Vallerand, Houlfort, and Forest 2014). Some research suggests that employees who describe themselves as passionate about their work tend to be more proactive on the job (Ho et al. 2011) and entrepreneurial (Cardon et al. 2009) than their less passionate peers. ...
Having or “finding” passion for work has become an increasingly common cultural logic of work today, one that workers use to justify career choices and managers use to make hiring decisions. However, scholars have yet to articulate how workers enact this cultural logic of work in ways that may ultimately contribute to social inequality in modern workplaces. On the basis of 115 in-depth interviews and two years of ethnographic fieldwork in U.S. craft breweries, the author shows how brewery workers express a heightened relationship to their jobs, which the author calls pure passion, in ways that encompass labor, consumption, and lifestyle practices. Yet because these enactments of pure passion are predicated on privileged social attributes with respect to race, class, and gender, this cultural logic of work ends up reinforcing the dominant position of white, middle-class men in this industry while simultaneously marginalizing the experiences of women and people of color.
... Some of the results confirm the pattern in prior studies indicating that harmonious passion is positively associated with constructive outcomes, whereas obsessive passion is positively related to maladaptive outcomes. First, as Vallerand et al. (2014) posit, people with harmonious passion experience more positive effect, flow and enjoyment from their work, which reduces their strain. On the other hand, those with obsessive passion experience more rumination about their work have difficulty controlling their urge to work and are less capable of disengaging themselves, which causes strain. ...
Purpose:
Passion is considered a critical aspect of entrepreneurship. According to the dualistic model of passion (DMP), entrepreneurs’ passion for their work can be harmonious or obsessive, leading to different personal and work outcomes. Drawing on DMP and the self-determination theory, this paper investigates these two types of passion for work and their effects on entrepreneurs’ subjective well-being (SWB), psychological strain and social loneliness.
Design/methodology/approach:
The authors conducted a self-administered online survey with 312 entrepreneurs in Turkey. The authors selected the sample using purposive sampling and referrals through snowballing via associations, university start-up organizations, entrepreneur lists and personal networks. The data are analyzed using multiple regression analysis.
Findings:
The results show that harmonious passion is negatively related to strain, while obsessive passion is positively related to both strain and social loneliness. Furthermore, both types of passion are associated with higher SWB. Finally, age moderates the relationship between obsessive passion and SWB.
Practical implications:
The findings draw attention to another dark side to entrepreneurship and a useful perspective to raise awareness that entrepreneurs may think positively of obsessive passion and ignore the negative consequences.
Originality/value:
This study contributes to the literature by showing that both positive and negative consequences of passion may co-exist based on the entrepreneurs’ self-perceptions. It also contributes to the very scarce research in non-western, emerging contexts in entrepreneurial passion research and constitutes the first study conducted on this topic in Turkey.
... Grit: Grit encompasses the ability of an individual to pursue long-term goals with enthusiasm and persistence. This non-cognitive competence is related lifetime educational attainment (Duckworth & Quinn, 2009) and with professional success (Vallerand, Houlfort, & Forest, 2014). ...
... In workplace contexts, charismatic people are also described as passionate and report greater enthusiasm and enjoyment in their work (Ho & Astakhova, 2020;Vallerand, 2015). High levels of work passion in charismatic leaders are also associated with colleagues feeling more passionate about their work (Ho & Astakhova, 2020), as well as more positive impacts on work attitudes, behaviors, and well-being (Vallerand et al., 2014), relationship quality with colleagues (Philippe et al., 2010), and job and life satisfaction (Ho & Astakhova, 2020). If features of a charismatic personality involve passionate engagement with important aspects of life and the ability to inspire and excite others (Conger & Kanungo, 1998), it is possible that charismatic people also report higher sexual desire and satisfaction in their intimate relationships and may have partners who report higher desire and satisfaction as well. ...
Sexuality is a key predictor of relationship satisfaction, but sexual desire and satisfaction can be difficult to maintain over time. Past research has investigated who might be more likely to experience higher (compared to lower) levels of desire and sexual satisfaction in their relationships. Certain aspects of personality, such as extraversion, have been associated with sexual satisfaction and desire, but evidence linking personality to sexual outcomes has generally been mixed, meaning there is a lot left to learn about how personality is associated with sexual well-being. A promising, yet unexplored, trait that could be associated with higher sexual desire and satisfaction is charisma—a combination of influence and affability that has been identified as a desirable trait when people are selecting a romantic or sexual partner. Across two studies—a cross-sectional study of individuals in relationships (N = 413) and a 21-day dyadic daily experience study (N = 121 couples)—people higher in charisma reported being more communal during sex and reported higher sexual desire and satisfaction. Through higher sexual communal strength, people with a charismatic partner also reported higher daily sexual desire and sexual satisfaction. The effects were largely retained above and beyond general communal strength and Big Five personality dimensions, although in Study 1, charisma was no longer associated with sexual desire and satisfaction when controlling for extraversion. The current findings provide initial evidence that charismatic people tend to be responsive to their partner’s sexual needs, which is associated with higher desire and sexual satisfaction in romantic relationships.
... Although according to some (Andreassen et al., 2018) understanding the job-related affective experiences in work addiction may be irrelevant for a characterization of the phenomenon, we disagree with such a view for a number of reasons. First, uncovering such experiences may help to better qualify the peculiarities of work addiction when compared to related constructs such as work passion (Vallerand, Houlfort, & Forest, 2014) and work engagement (Taris et al., 2014), which are characterized by an affective component of enthusiastic enjoyment for the job. Additionally, understanding the job-related affect in work addiction may also help to clarify the mechanism leading to the stress-related negative outcomes that work addicted frequently report (see Clark et al., 2016). ...
Background and aims:
We studied the quality of the job-related emotional experiences associated with work addiction. We hypothesized that work addiction would fuel both a higher level of daily job-related negative affect and a lower level of daily job-related positive affect and that such affective experiences would mediate the relationship between work addiction and emotional exhaustion reported at the end of the working day. Additionally, in light of typical behaviors and cognitions associated with work addiction, we also hypothesized that work addiction would modify the relationships between day workload and same day emotional strain reactions (i.e., job-related negative affect and job-related positive affect).
Methods:
Participants were 213 workers (42.5% female), most of whom holding a high-profile job position, who were followed for 10 consecutive working days in the context of a daily diary study.
Results:
Multilevel analyses controlling for neuroticism revealed that work addiction was uniquely and positively related to daily job-related negative affect and that the latter mediated the relationship between work addiction and daily emotional exhaustion. On the other hand, work addiction was not negatively related to daily job-related positive affect; this relationship emerged only when removing neuroticism from the model. Additionally, work addiction strengthened the relationship between day workload and day job-related negative affect.
Discussion:
Results indicate that work addicted are characterized by the experience of a negatively connotated affect during work, and that this kind of affect may be a mechanism explaining the work addiction-burnout relationship.
... There has been a proliferation of research looking into the relationships between grit and other important aspects of people's daily lives such as education (e.g. Duckworth et al., 2007;Duckworth & Quinn, 2009), health (Datu et al., 2019;Moore et al., 2018;Silvia et al., 2013), marriage , and work (Baum & Locke, 2004;Jordan et al., 2019;Vallerand et al., 2014). One of the aspects of grit that has been most widely studied is its relationship to academic performance. ...
Grit is one of the non-cognitive variables that has received the most attention in recent years given its relationship to and influence in various aspects of life. There are very few reliable, valid instruments to evaluate it in Spanish-speaking countries. Because of that, the aim of this study is the development and validation of a new scale to evaluate grit in Spanish-speaking contexts. We used a sample of 531 Spanish participants (60% women) from the general population (Myears = 38.60, SDyears = 14.90). We examined the structure and measurement invariance of the instrument. We calculated the instrument’s reliability and obtained evidence of validity in relation to other variables. We examined the differences in grit as a function of gender and age. The factorial analyses confirmed the unidimensionality of the instrument, along with the measurement invariance of the scores with respect to sex and age. The new grit scale demonstrated excellent reliability (α = .94; ω = .94). We found clear evidence of validity in relation to other variables; the Grit short scale (r = .691), self-control (r = .595), self-efficacy (r = .703), and conscientiousness (r = .661). The new scale for evaluating grit (Oviedo Grit Scale) is essentially unidimensional, and scores produced by it exhibit excellent indicators of reliability and validity.
... In organizational sciences, positive psychology has taken the form of Positive Organizational Scholarship (POS), a specific discipline dedicated to the study of especially positive outcomes, processes, and attributes of organizations and their members (Cameron, Dutton, & Quinn, 2003;Cameron & Spreitzer, 2012). Areas of interest in POS include work engagement (Bakker, Demerouti, & Sanz-Vergel, 2014), passion (Vallerand, Houlfort, & Forest, 2014), high-quality connections (Dutton & Ragins, 2007), high performance teams (Richardson & West, 2010), authentic leadership (Avolio & Mhatre, 2012), positive change management methods (Cantore & Cooperrider, 2013), and resilience at work (Vanhove et al., 2016). ...
en Strengths use has been frequently associated with work performance. However, the psychological processes involved in this relation remain unclear. Drawing on the Broaden‐and‐Build theory of positive emotions and extending previous work on this topic, the objective of this study was to examine the mediator role of positive and negative emotions in the relation between strengths use and work performance. Results confirm previous findings regarding positive emotions, but further reveal that negative emotions also play a significant role in this relation. Taken together, these results suggest that strengths use in the workplace not only contributes to positive emotions, but also reduces the occurrence of negative emotions, which in turn promotes work performance. Implications for research and employee management are discussed.
Résumé
fr Bien que l’utilisation des forces soit régulièrement associée à la performance au travail, il demeure qu’encore peu de connaissances sont disponibles quant aux processus psychologiques impliqués dans cette relation. En s’appuyant sur la théorie Broaden‐and‐Build des émotions positives et dans la continuité des plus récents travaux sur le sujet, la présente étude a pour objectif d’examiner le rôle médiateur des émotions positives et négatives dans la relation entre l’utilisation des forces et la performance au travail. Les résultats permettent de confirmer les connaissances actuelles sur le rôle des émotions positives, mais indiquent également que les émotions négatives joueraient un rôle important dans cette relation. Dans l’ensemble, ces résultats suggèrent que l’utilisation des forces au travail favorise non seulement les émotions positives, mais réduit aussi la présence des émotions négatives, ce qui favorise en retour la performance au travail. Les implications de ces résultats pour la recherche et la gestion du personnel sont discutées.
... Joy, happiness, and pride that arose from the above activities can be linked to an underlying passion towards weaving that the women shared. Vallerand et al. (2014), who studied the effect of passion on the self, uncovered a deep connection between engaging in passionate activities and the perception of the self. In particular, the researchers discovered that individuals highly value activities they are passionate about, which prompts high investment of time and energy, and hence, supports self-concept. ...
With this interpretive study, we sought to understand how weaving as an activity contributed to constructing women handloom weavers’ cultural identity in the region of Ri-Bhoi, a district in Meghalaya, India, by exploring weavers’ experiences through changing tides of modernization in the handloom industry of the region. We adopted a lens of symbolic interaction to consider the ways in which interactions within the Ri-Bhoi cultural context contributed to meanings about the women’s weaving activities and their cultural identities. An ethnographic approach was implemented using participant observation, field notes/journaling, and informal and formal interviews to collect relevant data. Analyses revealed four themes representing the value that Ri-Bhoi women weavers attached to various aspects of their weaving tradition, which in turn, supported their cultural identities: (a) maintaining the tradition of weaving through acquisition and exchange of knowledge, (b) securing social support from family and community, (c) maintaining the tradition of weaving through creation of textiles that symbolize tribe and culture, and (d) achieving a sense of fulfillment (i.e., joy, happiness, and pride). Further exploration revealed that the modernization of the Ri-Bhoi handloom industry increased engagement of women in weaving and their passion to preserve their tradition, which further strengthened their connection to weaving. Implications and future research directions are discussed.
... Harmonious passion is an autonomous internalisation which portrays an independent desire to engage in an activity an individual prefers. In the context of work, individuals with harmonious passion engage in their jobs because they want to and not because they have to (Vallerand & Houlfort, 2019;Vallerand et al., 2014). Because work internalised into their sense of identity, employees who are harmoniously passionate about their work are able to better balance work-life challenges (Vallerand, 2015) and report better wellbeing at work (Vallerand et al., 2003). ...
The entrance of millennials or Gen- Y employees in the workforce has opened a stream of research interest on how this new generation of employees can be nurtured and motivated to suit the ever changing demands of work. Work passion is a form of excitement and enthusiasm that can extend employee satisfaction, engagement, and wellbeing at work. In looking at work passion and its two forms-harmonious and obsessive passion, this study seeks to better understand the underlying mechanics of how millennials' wellbeing may be better supported by employers and organisations. Moreover it looks into how personality can act as a boundary condition for work passion influencing how employees might fare at work. Using a sample 167 millennials employees, we tested the moderating effects of extraversion and neuroticism on the relationships between work passion and wellbeing. Findings suggest that harmonious passion is associated with lower psychological distress while obsessive passion's effects are the opposite. However, we found no evidence to support the hypothesised moderating role of personality. This paper contributes in deepening the theoretical understanding on how work passion of millennials influence their psychological wellbeing at work. Implications for practice and recommendations are also provided in order to better support millennial employees' psychological wellbeing at work through work passion.
... It has also become a prominent topic of discussion in the popular (e.g., Coleman et al., 2012) and scientific (e.g., Forest et al., 2011) literature. Researchers argued that work passion is necessary for venture growth (Baum & Locke, 2004), entrepreneurial success (Cardon et al., 2009), and a range of positive outcomes (Pollack et al., 2020;Vallerand & Houlfort, 2019;Vallerand, Houlfort, & Forest, 2014). Interestingly, passion for work reflects yet another form of heavy work investment and, like work engagement and workaholism, not all forms of work passion are equally desirable. ...
The purpose of this two-wave longitudinal study was to examine the associations between work engagement and workaholism to better understand the psychological mechanisms underpinning high levels of work investment. These associations were examined in a sample of 514 employees using latent change models, allowing us to obtain a direct and explicit estimate of change occurring in both constructs over a 3-year period. These analyses relied on a bifactor representation of work engagement and workaholism, allowing us to properly disaggregate the global and specific levels of both constructs in the estimation of these longitudinal associations. To further enrich our theoretical understanding of the mechanisms at play in these relations, we also considered associations between these two constructs and employees’ levels of harmonious and obsessive work passion, two other facets of heavy work investment. Our results revealed the longitudinal independence of employees’ global levels work engagement and workaholism, showing that longitudinal associations between these two constructs occurred at the specific, rather than global, level. Harmonious work passion was only found to be associated to global and specific components of work engagement, whereas obsessive work passion was found to be associated with global and specific components of both work engagement and workaholism.
... In order for the activities in the organization to continue, there must be a willingness of the employees. The employees who work in harmony with work engagement both carefully in their professional duties (Brown et al., 2007) and gain positive experiences (Vallerand et al., 2014). When mobbing behaviors are concealed and indirect, employees often do not understand the situation, they feel guilty, their psychological and physiological health is damaged and their intention to leave and creative activities begin to decrease. ...
In cases of mobbing, individuals who lose control, feel themselves under pressure while performing their duties and work hard. This also destroys employees' passion for their jobs. In organizations where there is no perception of psychological violence, employees' passion for their work both eliminates the intention to leave and increases their creative performance. Within the scope of the research model, data were collected from 321 employees operating in the service sector and the relationships and effects between psychological violence perception, Work Engagement, intention to leave and creativity performance were analyzed in SPSS 25 and AMOS programs.
... As such, individuals willingly engage in the activity and do not feel compelled or pressured to do so (Vallerand et al., 2003). In the work context, individuals with harmonious passion engage in their work because of certain inherent characteristics of the work itself (e.g., enjoyable and challenging; Vallerand & Houlfort, 2019;Vallerand et al., 2014). Additionally, because of the autonomous or volitional nature with which work is internalized into their identities, harmoniously passionate individuals are able to balance work with other aspects and obligations of their lives (Vallerand, 2015). ...
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and its relationship to workplace outcomes. Accordingly, we use a meta‐analytic examination to study the work‐related outcomes of three dominant literature streams of work passion: general passion, dualistic passion (i.e., harmonious passion and obsessive passion), and role‐based passion (i.e., passion for developing, passion for founding, and passion for inventing). We employ meta‐analytic techniques using random effects modeling summarizing 106 distinct samples across 87 manuscripts totaling 384 effect sizes (total unique N = 38,481; 43.54% women, average age is 38.04). Importantly, we highlight how each of the three streams of passion relates to various outcomes differently, illuminate several important heretofore undetected nuances in passion research, and provide a roadmap for future inquiry on passion at work.
... For instance, entrepreneurs' communication about their entrepreneurial identity might prompt employees to consciously think about the reasons for the entrepreneurs' passion, creating an understanding of the purpose behind engaging in entrepreneurial activities (Breugst et al., 2012). This understanding helps employees internalize the activity and in turn facilitates the building of their passion (Vallerand, Houlfort, & Forest, 2014). Thus, cognitively elaborated processes can also trigger employees' perceptions of the passion and in turn they experience a passionate response. ...
This article analyzes the contagion process of entrepreneurial passion and its effects on employee outcomes. We develop a mediation model showing entrepreneurs’ entrepreneurial passion affects an employee passion response, which in turn affects employee outcomes. We draw on a dual-process perspective to analyze how entrepreneurs’ emotional and identity displays interact to create employees’ perceptions of entrepreneurs’ passion, and question whether the contagion effect uniformly works for all employees. Our empirical studies, one field study and one experiment, provide empirical support for a contagion effect of entrepreneurial passion, and show the particularities of the effects of entrepreneurs’ passion on employee outcomes.
... Perseverance of effort is viewed as the tendency to overcome initial failures to achieve long-term goals, while consistency of interest focuses on an individuals' tendency to pursue the same goals over time. Studies have shown that grit is associated with achievement motivation (Duckworth & Eskreis-Winkler, 2013), educational attainment (Duckworth & Quinn, 2009;Collaco, 2018), and professional achievement (e.g., Vallerand, Houlfort & Forest, 2014). A recent meta-analysis by Credé, Tynan, and Harms (2016) demonstrated that grit was correlated at about 0.16 and 0.17 with GPA (Grade Point Average) at the high school and college levels, respectively. ...
This study aimed to estimate parameters of the model in which perseverance of effort and
consistency of interest of grit scale are related directly to objectively measured physical activity (PA) and
indirectly via PA intention in school students (N = 209) aged 12 to 14 years. The Grit Scale was used to
estimate the consistency of interests and perseverance of efforts. The measure for intention consisted
of two items from the Theory of Planned Behaviour Questionnaire. Actigraph was used to measure
moderate-to-vigorous physical activity (MVPA) during seven consecutive days. A well-fitting structural
equation model (χ2 = 46.169, df = 31; CFI = .958; RMSEA = .053) demonstrated the significant direct
effect (β = .286, p< .001) from perseverance of efforts on intention to be physical active. Physical activity
intention mediated the effect of the perseverance of efforts on moderate-to-vigorous physical activity
(MVPA), but not the effect of consistency of interest. The total effect from the consistency of interest on
MVPA was significant, but the perseverance of efforts was not. The dimension of the perseverance of
efforts between groups with high and low MVPA was not statistically significantly different, whereas the
intention was significantly higher in the high-MVPA group. The consistency of the interest dimension
in the high MVPA group was significantly higher than in low group only at p < .1 level. The findings of
the study may be used by physical education teachers for the promotion of physical activity, highlighting
the role of consistency of interest on MVPA.
... Studies have shown that grit is associated with achievement motivation (Duckworth, 2013), educational attainment (Duckworth & Quinn, 2009), and professional achievement (e.g. Vallerand, Houlfort, & Forest, 2014). Grit also predicts retention in a challenging 3-week military training course (Eskreis-Winkler et al., 2014). ...
... A recent report from Deloitte shows that 88% of American employees do not have passion for their work, thus failing to realize their full potential (Hagel, Brown, Ranjan, & Byler, 2014). Work passion, defined as "a strong inclination toward [work activities] that [employees] like, that they find important, and in which they invest time and energy" (Vallerand et al., 2003, p. 757), is a driver of employees' work performance and has recently emerged in both academic and practitioner literatures (Vallerand, Houlfort, & Forest, 2014). However, work passion may not always yield effective work performance; rather, it depends on the type of work passion. ...
Work passion is an important determinant of work performance. While harmonious work passion (HWP) shows its consistent predictive value, obsessive work passion (OWP) appears to have a mixed relationship with work performance. To address this puzzle, we integrate research on OWP and emotional exhaustion with conservation of resources (COR) theory. Specifically, we argue that OWP determines emotional exhaustion, whose relationship with work performance is attenuated by leader-member exchange (LMX). By conducting a field study with a sample of 262 US employees, we found supportive evidence, even when controlling for psychological detachment from work. The findings somewhat reconcile the inconsistent results about OWP and work performance in the literature, shed light on research on work passion, LMX, and emotional exhaustion, and provide implications for managerial practice.
... For instance, entrepreneurs' communication about their entrepreneurial identity might prompt employees to consciously think about the reasons for the entrepreneurs' passion, creating an understanding of the purpose behind engaging in entrepreneurial activities (Breugst et al., 2012). This understanding helps employees internalize the activity and in turn facilitates the building of their passion (Vallerand, Houlfort, & Forest, 2014). Thus, cognitively elaborated processes can also trigger employees' perceptions of the passion and in turn they experience a passionate response. ...
... The majority of research has focused on the academic domain where grit has been demonstrated to be a significant predictor of a range of measures of academic achievement, including GPA (Duckworth & Quinn, 2009;Duckworth et al., 2007) and college retention (Duckworth et al., 2007). It has also been found to predict career success (Duckworth & Quinn, 2009;Vallerand, Houlfort, & Forest, 2014), lower depression (Barton & Miller, 2015), and greater life satisfaction and happiness (Duckworth, 2016;Singh & Jha, 2008). In the physical domain, Joseph (2009), in a small study of collegiate volleyball players, found grit to have a moderately high correlation with mental toughness, though it did not significantly predict the passing and attacking efficiency scores of the athletes. ...
Grit and self-control are highly desired qualities of character in the sport arena. This two-study investigation used a new theoretical approach, contesting theory, to examine whether contesting orientations could predict these characteristics among intercollegiate athletes. Contesting theory identifies two distinct modes of cognitively processing the meaning and purpose of contesting, one rooted in a contest-is-partnership metaphor and the other a contest-is-war metaphor. Study 1 (N = 799) found that contesting orientations added incremental utility beyond demographic and control variables to the prediction of the two dimensions of grit (perseverance and consistency). Specifically, the partnership orientation positively predicted higher grit scores. Study 2 (N = 1179) replicated the findings of Study 1 with only minor variations and also demonstrated that contesting orientations add to the prediction of self-control. Results are discussed in terms of the practical implications for sport practitioners and, more broadly, the value of contesting theory to positive psychology.
The purpose of the present study was to investigate the effect of grit on excercise self-efficacy and participatory performance in elite athletes in Gorgan city, Iran. This study was a descriptive-correlation study. Moreover, it was applied research in terms of purpose that was performed as monitoring. The statistical population of this study included all athletes invited to the national team from Gorgan city (i.e., 286 individuals). The statistical sample was equal to the statistical population, so 228 questionnaires were collected. To collect data, several standard questionnaires were used. The results showed that grit have a significant and positive effect on the exercise self-efficacy of athletes through the mediator variable of participatory performance. Extended Abstract Background and Purpose Today, athletes, coaches, and sports enthusiasts believe that there are characteristics that distinguish good 1.
Passion for work is not only an essential trait for productivity, but it is also essential for thriving in adult education. In this perspective on practice, we will examine passion for work and provide useful strategies for building and sustaining passion throughout one's current and/or future role as an adult educator.
Drawing on the self-determination theory, this cross-cultural study aims to examine the associations between the dualistic framework of work passion and work outcomes (job satisfaction, job engagement, and workaholism).
Using data from a time-lagged design with two-waves, service organizations employees of UAE (n = 150) and Canada (n = 154) participated in the study. Hierarchical regression analysis is used to analyze the associations among the variables.
The study results support the harmonious and obsessive passion relationships with the identified work outcomes. In both the UAE and Canada, harmonious and obsessive passion predicted all three hypothesized work outcomes (workaholism, job satisfaction, and job engagement). The study also acknowledged various culture-specific work passion effects.
The study encompasses the dichotomy of the work passion paradigm to compare between East and West. The examination of the work passion results offers a precise method to examine in what manner the two types of passion are linked to different work outcomes. Harmonious and obsessive passion is associated with negative (workaholism) and positive (job satisfaction and job engagement) outcomes. Accordingly, the findings strengthen the conceptual outline of the passion construct. Moreover, the research highlighted the importance of enriching the organization’s environment with passionate human capital. This study shall help the decision-makers to formulate the suitable strategies to imbibe passion within the work culture.
This study contributes to the literature by being the first to compare the influence of harmonious and obsessive passion on work outcomes between the East and West cultures. Also, in this study, we draw upon the self-determination theory to investigate how work passion affect employees’ work outcomes in a cross-cultural setting.
S’appuyant sur la littérature portant sur la coexistence des sphères du travail et du hors-travail, ce travail doctoral a pour objectif de comprendre en profondeur les stratégies que les individus emploient pour articuler travail et hors-travail et les tensions qui en résultent.Cette recherche s’inscrit dans une perspective interprétativiste et est de nature qualitative. Elle s’appuie sur le suivi longitudinal, pendant plus de 18 mois, de 8 personnes (« cas »), qui travaillent dans le secteur bancaire au Liban afin d’appréhender la manière dont elles construisent, dans les différents temps de leur vie, cette articulation.L’analyse inductive des données codées montrent que les salariés interrogés s’engagent dans des stratégies temporelles et des stratégies de gestion de ressources pour articuler travail et hors-travail. Les stratégies temporelles ont un caractère paradoxal en ce qu’elles consistent en des stratégies de rigidification et de flexibilisation du temps ainsi que des stratégies d’intensification et de désintensification du temps. Les stratégies de gestion de ressources affichent un caractère dual : les personnes interrogées mobilisent des personnes ressources comme le conjoint, les grands-parents et les collègues tout en ménageant la relation avec ces personnes. Les stratégies d’emploi des congés montrent ce même caractère dual.Le climat émotionnel dans lequel cette articulation prend place est chargé de sentiments de stress, de culpabilité bien que le travail reste une source d’épanouissement pour la majorité de nos répondants. Les femmes souffrent de tensions additionnelles liées aux inégalités sociales et juridiques ainsi que de discriminations à plusieurs niveaux.Cette recherche présente des contributions significatives sur le plan théorique, en mettant au jour le caractère complexe, paradoxal ou dual des stratégies d’articulation travail/hors travail des salariés, et en soulignant les tensions émotionnelles qui les accompagnent.
This study investigates how the COVID-19 pandemic has affected teachers' job-specific stresses and their enthusiasm for the teaching occupation. We use unique data from China that cover the periods before and after the start of the pandemic and apply various estimation methods. We find that, among rural young teachers, the pandemic has caused higher teaching stress and career development stress and has reduced passion toward the teaching occupation. We investigate the working channels of the pandemic, including changes in job-related activities and social network. After controlling for possible working channels, the COVID-19 pandemic still shows a strong direct impact on job sentiments.
Brand addiction is a recently developed concept that captures a consumer's strong emotional state toward a brand. What factors can propel consumer emotions to this extreme state remains unexplored. This research explores the role of brand love as an antecedent of brand addiction and the potential consequences of that addiction. The main factor that elevates the emotional state from brand love and brand addiction is obsessive passion which has also been studied. A partial least squares equation model applied to data from a representative sample of 236 consumers demonstrates that brand love leads to brand addiction. Research results show that brand love is a antecedent to brand addiction, and obsessive passion is a mediator that makes this emotional state stronger. This brand addiction is then associated with higher levels of word-of-mouth and willingness to pay. Both theoretical and practical implications are discussed.
İŞ TUTKUSU KAVRAMI: İKİLİ TUTKU MODELİ
Organizational performance has made it imperative for rural and community bank management to employ the best organizational conditions that influence employee’s performance. Recent banking clean-up in Ghana has also emphasized the need for employees’ performance. This has become necessary to espouse management practices, employee behaviors, and attitudes that predict job performance. Drawing on social exchange theory and reciprocity norm, the study examines the effect of organizational climate on job performance. Valid responses received through a structured questionnaire were 431. Hierarchical multiple regression was employed to validate the hypotheses from the literature review. Relying on empirical data from Ghana, the findings revealed that, first, harmonious work passion partially mediated organizational climate and job performance relationship. Second, leader–member exchange negatively moderated the relationship between organizational climate and harmonious work passion. Finally, however, coaching as a management practice positively strengthened organizational climate and job performance relationship. The theoretical and practical contribution is also discussed.
Despite its widespread media acclaim and recognition as a strategic
imperative, the role of grit in organizational research remains unclear. This ambiguity resulted from inconsistent empirical findings, thus triggering a pessimistic outlook for the construct across disciplines. To address these issues, we suggest that such confusion and lack of construct and predictive validity stem from not only methodological issues but also a lack of theoretical sophistication. In this article, we address methodological issues, focusing mainly on construct and criterion-related validity, by showing how traditional definitional components of grit are absent in existing measures. Next, we address theoretical issues impeding progress by developing a new work motivation conceptualization of the construct. To do so, we focus primarily on noncognitive ability, purpose-driven long-term goal setting, and task strategy (i.e., short-term goal) adaptation. Finally, we develop an organizing framework examining how, and under what conditions, workrelated goal setting manifests, highlighting grit’s distinction from other historically related constructs. Coupled with the assumption that individuals hold higher order organizational goals toward which they are passionate, our organizing framework includes feedback mechanisms accounting for grit’s developmental properties over time. Finally, we acknowledge significant areas for future research and potential practical implications.
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