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Thriving at Work: A Mentoring-Moderated Process Linking Task Identity and Autonomy to Job Satisfaction
Abstract
Building on two studies, this research explored thriving at work by considering task identity and autonomy as its antecedents and job satisfaction as its outcome, with a focus on the moderating role of mentoring. Through a three-wave survey conducted among 140 Chinese university students with volunteer work, Study 1 found that task identity and autonomy positively predicted thriving, which in turn was positively related to job satisfaction. This mediation effect of thriving was verified in Study 2 with a sample of 522 Australian student nurses undertaking a clinical placement job. Supporting the moderating role of mentoring, Study 2 also found that the effect of task identity on
thriving as well as its indirect effect on job satisfaction via thriving became weaker when the quality of mentoring increased. These results not only offer important theoretical insights by confirming relatively new antecedents of thriving and their boundary condition (i.e., mentoring), but also generate practical implications regarding how to use motivating
job characteristics and relational resources to foster positive individuals with enhanced well-being at work.
... T he evolution of globalization has urged the need for a skilled and energetic workforce. In this vein, researchers have suggested exploring employees' growth and wellbeing by investigating thriving at work (Jiang et al. 2020). Thriving at work is described as the combined experience of vitality and learning (Spreitzer et al. 2005). ...
... Fifth, testing the thriving-based mediation mechanism linking job characteristics and creativity in the Chinese hospitality industry. Moreover, the present study responds to the research calls (e.g., Jiang et al. 2020;Kleine et al. 2019;Shahid et al. 2020), to explore drivers and outcomes of thriving. ...
... "It is the psychological state where individuals experience a sense of vitality and learning at work" (Spreitzer et al. 2005, p. 538). Vitality is referred as to a sense of being alive along with learning, which strives for gaining knowledge, skills and competencies to accomplish assigned work (Jiang et al. 2020). ...
Grounding on self-determination theory, this study proposes that job characteristics (task variety and skill variety) enhance employees’ creativity through thriving at work. It also aims to examine the boundary condition of managerial coaching for the link between job characteristics and thriving. A time-lagged dyadic data collected from 313 frontline hospitality individuals’ analyses performed through AMOS and PROCESS macro show that job characteristics promote individuals’ thriving and thriving affects individuals’ creativity positively. Skill variety as compared to task variety was found to be more strongly affecting thriving at work. Thriving mediates job characteristics and creativity. Moreover, managerial coaching significantly moderates the effects of job characteristics on thriving. This study supports the self-determination perspective of job characteristics, thriving, creativity and managerial coaching in the Chinese hospitality sector.
... Furthermore, it has been argued that the literature on thriving at work remains scattered (Kleine et al., 2019), and more research is needed to study its antecedents (Shahid et al., 2020) and outcomes (Okros and Vîrg a, 2022). Additionally, there is a scarcity of research targeting the impact of employee thriving on job satisfaction (Jiang et al., 2020). Given the previous arguments, this research aims to bridge these gaps by testing the proposed model in the higher education context in Oman, a context that is characterized by a diverse workforce and expatriates from India, Bangladesh, Pakistan, Indonesia, Egypt, and other nationalities (Velasco et al., 2016). ...
... Based on the social determination theory (SDT), the social context influences employee vitality and psychological growth by developing three individual psychological needs: connectedness, competency, and autonomy, ultimately leading to better psychological development (Ryan and Deci, 2017). Thus, thriving energizes employees' positive feelings, such as job satisfaction, by helping them create and consume more psychological resources through vitality and allowing them to feel more capable and efficacious through learning (Jiang et al., 2020). Employees who find more growth opportunities, experience vitality, and feel energetic while performing their work are likely to be more satisfied (Alothmany et al., 2022;Kleine et al., 2019). ...
... In their meta-analysis, Kleine et al. (2019) confirmed that employee thriving positively correlated with job satisfaction. In addition, some empirical studies have shown that employee thriving is positively related to job satisfaction and mediates its relationships with many relational and contextual antecedents (Alothmany et al., 2022;Huo and Jiang, 2021;Jiang et al., 2020;Porath et al., 2012). Thus, the following can be hypothesized: ...
Purpose
Through the lens of social exchange and self-determination theories, this paper proposes and tests a model to explore how inclusive leadership practices foster employee job satisfaction at higher education institutions. It also explores the intervening roles of psychological ownership and employee thriving in this relationship.
Design/methodology/approach
This study followed a positivist worldview and a quantitative methodology. The authors collected data from a sample of 329 academic and nonacademic staff working at Omani higher education institutions. The authors utilized partial least squares-structural equation modelling (PLS-SEM) to examine the model and test the hypothesized relationships.
Findings
This study's findings reveal that inclusive leadership is related to job satisfaction. They also show that psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction at Omani academic institutions.
Practical implications
Since employees at Omani academic institutions come from different cultures, academic leaders should manage and promote inclusiveness by developing and enforcing relevant policies. They should carefully select the workforce that stimulates growth and effectiveness, create an atmosphere to foster acceptance and exchange of ideas, improve performance appraisal practices, and embed inclusiveness in their vision and mission.
Originality/value
This research helps researchers and practitioners better understand how inclusiveness fosters vitality and learning in the higher education sector. It also sheds more light on how psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction. This research is also important due to its context, as it was implemented in a multicultural environment with a diverse workforce.
... For example, an 8-week mindfulness training intervention increased thriving among physicians (Fendel et al., 2020). Greater task identity also induces more thriving (but less so among mentees in high-quality mentorships; Jiang et al., 2020). Receiving coaching can facilitate thriving via increased psychological capital (Iverson, 2016), social support, and skill development (e.g., Raza et al., 2017). ...
... Thriving is positively related to work engagement (Ren et al., 2015), affective organizational commitment (Walumbwa et al., 2018), and job satisfaction (Jiang et al., 2020) and negatively related to turnover intention (Chang et al., 2020). Thriving workers also tend to exhibit more career self-management, like upskilling, feedback-seeking (Paterson et al., 2014;Shan, 2016), adaptability (Jiang, 2017), culminating in enhanced career resilience (Jiang et al., 2021), commitment, engagement, and satisfaction (Jiang et al., 2020). ...
... Thriving is positively related to work engagement (Ren et al., 2015), affective organizational commitment (Walumbwa et al., 2018), and job satisfaction (Jiang et al., 2020) and negatively related to turnover intention (Chang et al., 2020). Thriving workers also tend to exhibit more career self-management, like upskilling, feedback-seeking (Paterson et al., 2014;Shan, 2016), adaptability (Jiang, 2017), culminating in enhanced career resilience (Jiang et al., 2021), commitment, engagement, and satisfaction (Jiang et al., 2020). Noticeably, thriving older workers (55 years and above) report higher levels of perceived employability (Hennekam, 2017), suggesting more positive self/career assessments. ...
Thriving at work is a notable construct given its role in individual health and developmental outcomes. According to the Socially Embedded Model of Thriving (SEMT), individuals thrive at work when embedded in environments that support agentic behaviors and can self-sustain this state through positive spirals of agentic behaviors, resources, and thriving. The SEMT is inherently multilevel, yet there are two unarticulated but critical multilevel issues in existing scholarship: a paucity of research reflecting these multilevel features of the SEMT and an incipient multilevel conceptualization of thriving that has little theoretical justification. As a catalyst for progress, we present an integrative review drawing from the SEMT and other supplementary theoretical perspectives to define a multilevel conceptualization of thriving at work. Through this lens, we organize, synthesize, and evaluate the body of evidence, integrating the multilevel view of thriving within established scholarship. To substantiate our framework theoretically, we articulate how lower-level processes unfold to develop higher-level collective manifestations of thriving at work. We identify opportunities for theoretical and empirical advancement, coupled with specific, actionable recommendations, to deepen a multilevel conceptualization of thriving. Altogether, we advance thriving at work as a multilevel construct meaningful at three levels - individuals, dyads, collectives.
... sed on rigid rules, the success of the organization's green operations depends on employees' voluntary green participation (Zafar et al., 2022;. While past research has enhanced our understanding of factors promoting voluntary green behavior (VGB), such as transformational leadership and job autonomy (Graves and Sarkis, 2018a;Y. Jiang et al., 2022;Z. Jiang et al., 2020;Kleine et al., 2019), there is a notable gap in understanding the impact of other antecedents of VGB. To achieve a high level of sustainability, organizations should focus on the sustainable aspect of leadership (Begum et al., 2022;Begum et al., 2022a) and human resource management (Aboramadan and Karatepe, 2021;Lu et al., 2023). Leaders ...
... ies on thriving at work have specific gaps, as depicted in Table 2. While thriving has been associated with change-oriented organizational citizenship behaviors (Durrah et al., 2022;Wu et al., 2023), its link with environmental citizenship behaviors remains unexplored. Employees who thrive show resilience to environmental changes (Goh et al., 2022;Z. Jiang et al., 2020;Mansour and Tremblay, 2021) and exhibit heightened commitment and job satisfaction (Kleine et al., 2019;Patwary et al., 2022;Suryani et al., 2023). Such employees are healthier, more resilient to stress, and deeply involved with their organizations (Koon, 2022;Okros and Virga, 2022;Walumbwa et al., 2020). This study zeroes in on VGB as a ...
Drawing on the social exchange theory, we examined a sequential mediation process linking “ecocentric leadership” and “employees' voluntary green behavior”. We also considered the aspects of “green crafting” and employees' “thriving at work” in association with “ecocentric leadership” and “employees' voluntary green behavior”. On the basis of data from 438 employees employed in Pakistan's textile industry, green crafting mediates the relationship amid “ecocentric leadership” and “employees' thriving at work”. We also established that “green crafting” and employees' “thriving at work” serially mediate the association between “ecocentric leadership” and “employees' voluntary green behavior”. “Green human resource management” practices were also a significant moderator in the “green crafting”-“voluntary green behavior” relationship providing support for the combined effect of “green human resource management” practices and “green crafting” in augmenting “thriving at work”. The findings of the study provide significant theoretical and managerial inferences to enable organizations to implement green human resource practices effectively and enable their voluntary green behavior by facilitating them to thrive at work.
... Importantly, thriving is harnessed through specific psychological states and job resources, underpinned by workplace HRM practices and positive employee outcomes derived from them (Alikaj et al., 2021;Jiang et al., 2020Jiang et al., , 2021Spreitzer et al., 2005). We argue below that wellbeing-oriented HRM practices can positively affect employee thriving. ...
... Wellbeing-oriented HRM practices that promote organizational support (e.g. manager and colleague support) are critical to reducing burnout and enhancing employee thriving and subsequent employee wellbeing (Jiang et al., 2020). There is a large body of literature that demonstrates that participative and supportive managers reduce the incidence of employee burnout (Bakker and Demerouti, 2007). ...
Purpose
The development of sustainable employee-focused HRM approaches have grown in importance during and post-COVID-19. The purpose of this study is to examine the extent to which wellbeing-oriented HRM practices can transform workers’ feelings of burnout to enable thriving, and subsequently enhance in-role employee performance in high workload contexts.
Design/methodology/approach
This study draws on data gathered from 561 employees in bank branches operating in China across two time periods. The authors test the following hypotheses: (1) wellbeing-oriented HRM is positively related to employee thriving; (2) perceived workload is positively related to employee burnout; (3) thriving will mediate the relationship between wellbeing-oriented HRM and employee performance; (4) burnout will mediate the relationship between workload and employee performance; (5) thriving will mediate the relationship between workload and employee performance; and (6) burnout and thriving will sequentially mediate the relationship between wellbeing-oriented HRM and employee performance.
Findings
This study confirmed hypotheses 1–5. Hypothesis 6 was not confirmed. The authors find that thriving mediates the relationship between wellbeing-oriented HRM and employee performance, and burnout mediates the relationship between workload and employee performance. The authors also find workload was positively related to thriving (after controlling for burnout), consistent with the challenge–hindrance model of occupational stress.
Originality/value
The study builds on growing evidence that employees can thrive at work even when in stressful situations by using conservation of resources theory to examine how wellbeing-oriented HRM practices act as protective resources against demanding work situations. Findings demonstrate alternative pathways through which wellbeing-oriented HRM can enhance employee performance via reducing burnout and enhancing thriving.
... Thriving is described as a psychological state characterized by both vitality and learning, enabling employees to experience personal growth and development while actively contributing to organizational success . Thriving has been associated with numerous positive outcomes for employees and organizations, such as increased job satisfaction (Jiang et al., 2020), improved well-being (Jo et al., 2020), enhanced performance (Kleine et al., 2019;Aşkun et al. 2021), and successful aging at work (Taneva & Arnold, 2018). Moreover, thriving has been found to be crucial in the context of rapidly changing and uncertain work environments, such as those encountered during the COVID-19 pandemic (Battaglia et al., 2021;Dicu et al., 2022;Wang et al., 2021). ...
... For example, selfdetermination theory posits that individuals thrive when their basic psychological needs for autonomy, competence, and relatedness are satisfied (Ryan & Deci, 2000. Research has also highlighted the importance of positive interpersonal relationships, such as flexible leadership (Mahsud et al., 2011) and high-quality mentoring (Jiang et al., 2020), in facilitating employee thriving. Moreover, organizational factors, such as an empowering work environment (Spreitzer et al., 2005) and a supportive organizational culture (Rose & Palattiyil, 2018), have been shown to enhance employee thriving. ...
The outbreak of COVID-19 has presented unparalleled difficulties for both companies and their staff, resulting in a state of emergency that jeopardizes the welfare of employees and the prosperity of organizations. The present article delves into the prospects of human resource management (HRM) in promoting a workforce that is sustainable and thrives in diverse situations or paradigms through the lens of complex adaptive systems. An examination of the current body of literature indicates deficiencies in comprehending the function of HRM in fostering employee thriving, particularly within the framework of broader and more remote organizational contexts. The article utilizes the framework of complex adaptive systems to suggest various human resource strategies, policies, practices, systems, and processes that can enhance the thriving of the workforce. These strategies include initiatives aimed at promoting employee well-being, flexible working arrangements, and leadership that fosters inclusivity. The significance of HR executives in steering organizations through periods of crisis and recuperation is underscored, along with the imperative to reevaluate the definition of thriving in the context of the pandemic and its enduring ramifications. The article's final remarks entail the identification of potential avenues for future research and practice in the field of HRM. The significance of HRM in fostering a workforce that is capable of thriving sustainably, both during and post-pandemic, is underscored.
... Previous studies have focused more on the effects of thriving at work in the workplace. It is believed that thriving at work can effectively alleviate negative attitudes and behaviors that occur at work (Abid et al., 2016(Abid et al., , 2018Hildenbrand et al., 2018;Jiang et al., 2020Jiang et al., , 2021Qaiser et al., 2020;Abid and Contreras, 2022), enhance work-related performance and engagement (Abid et al., 2018;Frazier and Tupper, 2018;Marchiondo et al., 2018;Christensen-Salem et al., 2021;Jiang et al., 2021), and promote employee mental health levels (Walumbwa et al., 2018;Kleine et al., 2019;Zhai et al., 2020;Rehmat et al., 2021). In addition, some scholars have suggested that personal characteristics (Porath et al., 2012;Jiang, 2017;Walumbwa et al., 2018;Kleine et al., 2019;Elahi et al., 2020;Abid and Contreras, 2022) and job-related resources within the work domain (Mortier et al., 2015;Abid et al., 2016;Niessen et al., 2017;Walumbwa et al., 2018;Bensemmane et al., 2019;Zhang et al., 2019;Jiang et al., 2020) are predictive of thriving at work (see Figure 1 for details on the antecedent and outcome variables of thriving at work). ...
... It is believed that thriving at work can effectively alleviate negative attitudes and behaviors that occur at work (Abid et al., 2016(Abid et al., , 2018Hildenbrand et al., 2018;Jiang et al., 2020Jiang et al., , 2021Qaiser et al., 2020;Abid and Contreras, 2022), enhance work-related performance and engagement (Abid et al., 2018;Frazier and Tupper, 2018;Marchiondo et al., 2018;Christensen-Salem et al., 2021;Jiang et al., 2021), and promote employee mental health levels (Walumbwa et al., 2018;Kleine et al., 2019;Zhai et al., 2020;Rehmat et al., 2021). In addition, some scholars have suggested that personal characteristics (Porath et al., 2012;Jiang, 2017;Walumbwa et al., 2018;Kleine et al., 2019;Elahi et al., 2020;Abid and Contreras, 2022) and job-related resources within the work domain (Mortier et al., 2015;Abid et al., 2016;Niessen et al., 2017;Walumbwa et al., 2018;Bensemmane et al., 2019;Zhang et al., 2019;Jiang et al., 2020) are predictive of thriving at work (see Figure 1 for details on the antecedent and outcome variables of thriving at work). ...
Objective
Existing research has demonstrated that thriving at work has a positive effect on work performance, but little is known about how thriving at work affects family role performance. Based on the work–home resource model, this study examines the impact mechanism of thriving at work on family role performance.Methods
This paper uses an experience sampling method to conduct a 5-day daily study of 151 married employees in Northwest China, and the data were analyzed using a multilevel linear model.ResultsWe find that thriving at work positively affects family role performance partly through the mediating effect of work–family enrichment at the individual level. Moreover, family-supportive supervisor behavior moderates the relationship between thriving at work and work–family enrichment. Through work–family enrichment, family-supportive supervisor behavior also moderates the indirect relationship between thriving at work and family role performance. Specifically, the higher the level of family-supportive supervisor behavior, the stronger the indirect effect of thriving at work on family role performance through work–family enrichment.Conclusion
Previous research has focused more on the effects of thriving at work within the work domain, suggesting that thriving at work can have a positive impact on work outcomes. However, only a few studies have examined the positive relationship between thriving at work and family role performance from the perspective of employees’ positive psychological resources. This paper explores the positive effects of thriving at work on family role performance based on a resource flow perspective and identifies its potential boundary conditions. This study enriches the theoretical research on the relationship between thriving at work and family role performance. Additionally, it provides a new foothold and research perspective on improving work–family enrichment.
... Similarly, Jiang et al. (2020) also examined the influence of thriving at work and career outcomes, one of which is career satisfaction. The results indicated a positive relationship between thriving at work and career satisfaction. ...
... In other words, thriving at work positively influenced career satisfaction. The results supported previous studies by Chang et al. (2020;Jiang et al., 2020). Employees who thrive at work by showing vitality and learning tend not to be satisfied with their careers. ...
This study develops and tests a model which views career outcomes from both positive and negative sides, namely career satisfaction and turnover intention. To understand the predictors of career outcomes, researchers posit thriving at work and perceived overqualification as positive and negative antecedents that will influence individual career outcomes purpose of this study is to understand the influence of thriving at work and perceived overqualification on employee career outcomes, which is seen from career satisfaction and turnover intention. This study is carried out on service company employees in Bandung, West Java. The sampling technique in this study is carried out by simple random sampling, with the final number of samples of 110 respondents. The data collection is done by distributing questionnaires using online platforms to the respondents. The questionnaire items used are measured using a 5-point Likert scale. The data is then processed using multiple linear regression analysis with SPSS 23 software. The results of this study indicate that thriving at work positively influences employee career satisfaction, and negatively influences turnover intention. On the other hand, perceived overqualification negatively impacts career satisfaction and positively influences turnover intention.
... One explanation is that thriving serves as a critical transitional state between the influence of work contexts (e.g. relational context) and well-being (Jiang et al., 2020;Spreitzer et al., 2005). ...
... Arguably, the main and novel contribution of this study is that we advance both the thriving (Spreitzer and Porath, 2014) and the WNWB literature (Casper et al., 2018;Hammer et al., 2016). To date, the literature has focused on the benefits of thriving in explaining jobrelated outcomes (Jiang et al., 2020;Kleine et al., 2019) but in demonstrating that thriving predicts WNWB, our results suggest thriving has potential to explain other phenomena in the social system. While boundary theory (Ashforth et al., 2000) would suggest that some people are better able to separate their work and non-work responsibilities, this distinction is to some extent artificial. ...
Purpose
The authors tested (1) the mediating role of thriving in the association between leader-member exchange (LMX) and work–nonwork balance (WNWB) and (2) the moderating effect of gender in the relationship between LMX and thriving.
Design/methodology/approach
Cross-sectional data were collected from six separate participant groups across an eight-month period ( n = 522). Data analysis included confirmatory factor analysis to assess the construct validity of the proposed three-factor model. Hierarchical regression and the PROCESS macro were used to test three hypotheses.
Findings
The authors found thriving mediated an indirect effect of LMX on WNWB. In addition, we found that the relationship between LMX and thriving was moderated by gender, such that the relationship was found for females. Overall, the authors identified a moderated-mediation effect indicating an indirect effect of LMX on WNWB via thriving for females.
Research limitations/implications
Cross-sectional design suggests their results are theory driven. The authors suggest future studies replicate the study employing experimental designs.
Practical implications
The authors suggest organisations develop programs to enhance leadership and thriving capabilities as tools to manage WNWB.
Originality/value
The authors add to the thriving literature by revealing gender differences in the effectiveness of relational resources (i.e. LMX) in fostering employee thriving. Furthermore, the authors extend the efficacy of thriving beyond the workplace to include WNWB. The authors demonstrate the skills and knowledge acquired at work can be used to lessen the impact of WNWB.
... Perceived organizational support [8] Career adaptability [9] Heedful relating [8] Happiness at work [10] Psychological contract breach [10] OCB [11] Workplace spirituality [12] Work engagement [13] Knowledge hiding [14] Life satisfaction [15] Proactive personality [9] Innovative work behavior [8] Workplace violence [16] Helping behavior [17] Servant leadership [18] Proactivity [19] Core self-evaluations [18] Task performance [17] Workplace incivility [20] Task mastery [19] Work-family enrichment [21] Career commitment [22] Hindrance stressors [23] Affective commitment [24] Communication and centrality; role ambiguity; role overload [25] Career satisfaction [22] Negative appraisal [11] Development [26] Unit contextual features and Resources [3] Career engagement [22] Transformational leadership [19] Career development initiatives [27] LMX [28] Task performance [27] Authentic leadership [29] Voice behavior [30] Team justice [31] Job satisfaction [32] Managerial coaching; fairness perception; trust [24] Burnout [33] Overall job autonomy; task identity [32] Positive health [18] Supervisor and coworker support [15] Turnover intention [34] Psychological safety [17] Civility; compassion [35] Empowering leadership [36] Psychological climate, support climate [26] High performance work systems [14] Positive affect, negative affect [27] Psychological contract fulfillment [34] Trust in colleagues, supervisor, and management [37] Empirical studies on thriving at work have concluded various consequences which are: career adaptability, turnover intention, positive health, job satisfaction, task performance, affective commitment, task performance, helping behavior, happiness at work, work engagement, life satisfaction, etc. (see Table 1). ...
... Perceived organizational support [8] Career adaptability [9] Heedful relating [8] Happiness at work [10] Psychological contract breach [10] OCB [11] Workplace spirituality [12] Work engagement [13] Knowledge hiding [14] Life satisfaction [15] Proactive personality [9] Innovative work behavior [8] Workplace violence [16] Helping behavior [17] Servant leadership [18] Proactivity [19] Core self-evaluations [18] Task performance [17] Workplace incivility [20] Task mastery [19] Work-family enrichment [21] Career commitment [22] Hindrance stressors [23] Affective commitment [24] Communication and centrality; role ambiguity; role overload [25] Career satisfaction [22] Negative appraisal [11] Development [26] Unit contextual features and Resources [3] Career engagement [22] Transformational leadership [19] Career development initiatives [27] LMX [28] Task performance [27] Authentic leadership [29] Voice behavior [30] Team justice [31] Job satisfaction [32] Managerial coaching; fairness perception; trust [24] Burnout [33] Overall job autonomy; task identity [32] Positive health [18] Supervisor and coworker support [15] Turnover intention [34] Psychological safety [17] Civility; compassion [35] Empowering leadership [36] Psychological climate, support climate [26] High performance work systems [14] Positive affect, negative affect [27] Psychological contract fulfillment [34] Trust in colleagues, supervisor, and management [37] Empirical studies on thriving at work have concluded various consequences which are: career adaptability, turnover intention, positive health, job satisfaction, task performance, affective commitment, task performance, helping behavior, happiness at work, work engagement, life satisfaction, etc. (see Table 1). ...
This study aims to provide a bibliometric analysis of the literature on thriving at work in psychology and business/management produced between 2001 and 2021, using the Web of Science (WoS) database. The analyses allowed us to identify, through 190 documents, the emergence of the concept of thriving at work and its development. The main research variables related to this concept and its methodology were identified. Likewise, the most influential authors, the most cited articles, the more frequently cited journals, and the countries contributing to developing this construct are analyzed. In addition, an analysis of co-citation, co-occurrences, and bibliographic coupling was conducted. Finally, content analysis of the most popular keywords and the co-citation of cited references are conducted. These analyses allow the identification of the main developments in the topic of thriving at work. The theoretical and practical implications of this bibliometric analysis are discussed.
... Niessen et al., 2017;Paterson et al., 2014). As a desirable subjective experience, thriving empowers employees to grow in a positive direction, enabling them to adapt and perform effectively at work (Jiang et al., 2020;Kabat-Farr & Cortina, 2017;Spreitzer et al., 2005). A critical benefit resulting from thriving is employee creativity, defined as the generation of ideas or solutions that are novel and valuable to organizations (Amabile, 1996;Zhou & Shalley, 2003). ...
... Although these studies have facilitated our knowledge regarding contextual enablers of thriving (e.g. transformational leadership, job autonomy, and an involvement climate) (Jiang et al., 2020;Kleine et al., 2019;Wallace et al., 2016), a deeper and fuller understanding of the contextual influence on thriving is significantly impeded (e.g. Kleine et al., 2019;Rahaman et al., 2021) because the existing literature has largely neglected the contextual barriers to thriving. ...
Drawing on the socially embedded model of thriving and conservation of resources theory, we explore the negative effect of workplace ostracism on employee thriving. We model organization‐based self‐esteem (OBSE) as a moderator and extend our examination to the downstream implications of thriving for employee creativity. Using a scenario‐based experiment (Study 1) with 387 working adults, we find that workplace ostracism is more likely to prevent workers with higher levels of OBSE from thriving at work. This finding is verified in Study 2, in which we use multiwave, multisource data collected from 207 employees and their supervisors to test the proposed model. The results further show that for employees with higher levels of OBSE, thriving at work is more likely to mediate the relationship between workplace ostracism and employee creativity. These findings provide important practical implications for fostering employee thriving and promoting creativity in the workplace by managing workplace ostracism.
... Job autonomy is one of the job resources that can help employees cope with job demands (Van Yperen et al., 2016) by allowing them to make their own decisions about when and how to respond to the demands (Gao & Jiang, 2019). Employees who have greater job autonomy are likely to feel more free from external constraints (Deci et al., 1989), to handle work stress better (Jiang et al., 2020;Schiff & Leip, 2019), and to experience less work burnout (Ahuja et al., 2007;Bakker et al., 2005), all of which also lead to higher job satisfaction (Yeh, 2015;Yucel, 2018). ...
... To create an enjoyable workplace, managers should pay close attention to the characteristics of the job and to how these characteristics may also improve employees' job satisfaction (Jiang et al., 2020). In particular, managers should consider job autonomy. ...
Overwork is a common phenomenon worldwide. Although previous studies have found that long working hours can cause physical and mental health problems in employees, the nature of the relationship between working hours and job satisfaction remains little understood. We have theorised that there is a curvilinear association between working hours and job satisfaction, and tested this hypothesis. A total of 771 adult Chinese employees submitted self-reported measures of working hours, job satisfaction, and job autonomy. The results show that working hours have an inverted U-shaped association with job satisfaction. Work scheduling autonomy and decision-making autonomy moderate this relationship. Here we present our data and discuss their theoretical and practical implications.
Supplementary information:
The online version contains supplementary material available at 10.1007/s12144-021-02463-3.
... Thriving at work is a joint experience of a sense of vitality and learning (Spreitzer et al., 2005). Thriving at work is a relatively new concept in the field of organizational behavior, and in the last decade or so, many scholars have emphasized the importance of its outcomes; they found that thriving at work was positively correlated with health (Walumbwa et al., 2017;Jo et al., 2020;Kleine et al., 2022), commitment (Porath et al., 2012;Abid et al., 2019;Zhai et al., 2022), job satisfaction (Chang and Busser, 2020;Jiang et al., 2020;Okros and Vîrgă, 2022), work well-being (Qaiser et al., 2018;Basinska and Rozkwitalska, 2020), creative performance (Wallace et al., 2016;Christensen-Salem et al., 2020) and negatively correlated with turnover intentions (Ren et al., 2015;Kleine et al., 2019;Chang and Busser, 2020). In addition, some scholars have examined the positive associations between thriving at work and the family domain (Russo et al., 2015;Carmeli and Russo, 2016;Xu et al., 2020). ...
Thriving at work is a relatively new concept in the field of organizational behavior, and many scholars have emphasized the importance of its outcomes in the last decade or so, but we still know little about the possible dark side of thriving at work. In this study, based on the conservation of resources theory, we studied the effect of thriving at work on work-family conflict, the mediating effects of workaholism, and the moderating effects of work-family separation preference and trust climate. By analyzing 372 samples, we found that thriving at work was significantly and positively related to work-family conflict; workaholism partially mediated the relationship between thriving at work and work-family conflict; work-family separation preference negatively moderated the relationship between thriving at work and workaholism. The moderating role of the trust climate was not verified. This paper explores the internal mechanisms by which thriving at work negatively affects the family sphere and helps individuals avoid falling into the dark side of thriving at work.
... Most previous literature has also evidenced the positive relationship between academic achievement and task performance, professional potential, and creativity (Kahya, 2007;Kuncel et al., 2004;Ng & Feldman, 2009). With regard to the quality of employment and working conditions, various studies have highlighted the positive effect of educational level on individual earnings (Belfield et al., 2019;Bhuller et al., 2017;Hartog, 2000;Mincer, 1975;Vural & Gülcan, 2008) and the probability of occupying non-routine positions that provide greater control over work and work autonomy, which is positively related to job satisfaction (Debus et al., 2020;Fabra & Camisón, 2009;Jiang et al., 2020). However, some studies point out that workers with a higher educational level report lower rates of job satisfaction given their higher expectations and aspirations (Mottaz, 1984;Ross & Reskin, 1992). ...
In recent years, the proportion of the active population over 55 years of age has increased and, with it, early retirement, unemployment of older workers and senior “push” entrepreneurs. Given the repercussions at a social and economic level, the debate about the need to recover and keep seniors in the labour market is becoming increasingly rife. The aim of this study is to evaluate the evolution and European tendency towards the training and reintegration of seniors and demomstrate how formal education and continuous training can make a difference when it comes to prolonging their working life and subordinate their conditions and employment opportunities. Data from the European Working Conditions Survey between 2010 and 2021 are used and a descriptive statistical analysis and a hypotheses contrast are carried out using the Student's t test. The results show: (1) a greater effort to train and revalue seniors; and (2) that educational level and training generate significant differences in terms of the type of tasks to be performed and some variables that condition job satisfaction.
... The literature suggests that gender, age, and job tenure could potentially impact the mediating and outcome variables of this study. For example, using a Chinese sample, Jiang et al. (2020) found that older individuals tended to be less thriving at work. In a study by Niessen et al. (2012), male employees were found to be more likely to thrive than their female counterparts, particularly in terms of the learning component of thriving. ...
Based on the socially embedded model of thriving, the present study examined a moderated mediation framework, which involves the mediating role of employee thriving and the moderating role of career adaptability in the relationship between emotional intelligence (EI) and safety performance. A two‐wave survey was administered among full‐time commercial pilots working for airlines ( N = 131). Our results showed that EI had a positive influence on employee thriving, which in turn positively affected safety performance. In addition, the results further revealed that the positive effect of EI on safety performance was stronger among pilots with a higher level of career adaptability. These findings have important implications for theoretical developments on EI, thriving, and performance in a safety context, and they also provide practical insights on how to enhance workplace safety.
... Within this type of research, researches were very often focused, on the integral observation of the impact of job design elements and job content elements in general, on employee job satisfaction or employee performance (Jiang et al., 2020). Some of those researches were focused on the combination of content and job design theoretical framework, and their goal was to identify adequate and acceptable logical frameworks and practical application aspects of work enriched with artificial intelligence in order to measure the impact of the aforementioned elements on job enrichment and innovative behaviour of employees (Sun, Teng, 2017). ...
In the time of digitalization within the framework of the fourth technological revolution, it is necessary to return the human being to the first place in the science of management. Men and women as the performers of activities should be on the pedestal of all modern processes that take place in society and business, to avoid the problem in which the society was “trapped“, during the previous industrial revolutions. The application of information technology in general and artificial intelligence in particular affects the design and content of the main components of job design, which inevitably leads to a reflection on the satisfaction and performance of employees at the workplace. The paper aims to explore the impact of specific workplace components on employee satisfaction and performance, further recognizing which components contribute the most in the context of digitalization and 4IR. From Hackman and Oldham’s job design theory and Mintzberg’s organizational structure framework, we propose and test a research framework that investigated the impact of technical system, work assignment and worker features on employee satisfaction and performance in a contemporary context. The research was conducted in Bosnia and Herzegovina on a random sample of 125 respondents from public and private sector organizations, different industries and companies’ sizes. The analysis was realized through hierarchical multiple linear regression model and the key findings revealed that the task and knowledge characteristics of artificial intelligence-enabled jobs are vitally important for inducing innovative work behaviour among employees.
... Task identity is the "degree to which the job requires completion of a whole, identifiable piece of work; doing a job from beginning to end with visible outcome" (Jiang, Di Milia, Jiang, & Jiang, 2020). This involves being able to work on an entire work process. ...
At present, construction industry is one of the most important industries in Sri Lankan economy that is expected to develop further in the future as well. However, in recent years, employee turnover in the construction industry has become a major concern in Sri Lanka and this rate has continued to increase. High employee turnover can have a substantial effect on construction companies given their nature of work which require skills, experience, and knowledge base more than other industries. The purpose of this study was to investigate the factors influencing employee turnover intention. The main objective of the present study was to study the effect of job characteristic factors on organizational commitment and turnover intention of employees in construction sector employees in Sri Lanka. It also aimed to study whether organization commitment mediates the relationship between job characteristic factors and turnover intention. This study considered skill variety, task identity, task significance, job autonomy and job feedback as job characteristic factors. The quantitative research methods were used, and data were collected by using a questionnaire. The survey used a sample of 265 employees from 13 companies in Colombo district (CS-2 category). The sample was selected by using simple random sampling technique. Structured Equation Modelling method was used to analyze data. Results revealed that skill variety, task significance and job feedback were significantly related with turnover intention. Moreover, organizational commitment partially mediated the effect of these variables on turnover intention. However, task identity and job autonomy did not significantly relate with turnover intention. Therefore, managers should pay more attention on employee’s organizational commitment to reduce employee turnover intention. Skill variety, task significance and job feedback should be given priority in Sri Lankan context when considering job characteristic factors.
... Second, thriving at work partially mediates between FWA and knowledge employees' innovation behavior. Some studies have shown that FWA can relieve pressure and improve employees' physical and mental states (Jiang et al., 2020). We extend these findings and support that with strong experiences of autonomy at work, knowledge employees have more energy and motivation to put new ideas into practice, ultimately promoting innovation. ...
Flexible work arrangements (FWA) are becoming increasingly widespread as an efficient means of coping with a dynamic and competitive business environment. Existing studies have primarily examined the impact of FWA as a management system; however, its impact on employee innovation behavior has not been fully explored. Based on the self-determination theory, this study constructed a moderated mediation model that empirically examined the influence of FWA on the innovation behavior of knowledge employees. Our findings are as follows: (1) FWA can activate innovation behavior among knowledge employees; (2) thriving at work plays a partial mediating role; (3) human resource policies that facilitate opportunities have a positive moderating effect. The findings fill a theoretical research gap and provide insights for managers on implementing FWA to promote the innovative behavior of knowledge employees.
... However, contrary to H 3 , we found no positive relationship between task identity and employee well-being. This finding conflicts with a recent study by Jiang et al. [70], in which task identity was examined as a significant positive factor affecting thriving at work and subsequently EW. This discrepancy may be due to differences in the measures used to assess task identity or demographic factors as young Chinese workers may have unique work values [71]. ...
China's growing workforce of young employees has propelled its economy towards becoming a global power. However, with evolving workplace difficulties and uncertainties, the rate of employee turnover is also rising, which affects every department in companies, in addition to impacting costs and finances. This study explored the influences of five core job characteristics, work relationships, and work conditions on young Chinese employees' retention intentions, mediated by employee well-being. Using a quantitative cross-sectional approach, 804 responses were obtained from young Chinese workers. We also employed partial least squares structural equation modeling to analyze and forecast the extent of the impact of this study's independent variables. The empirical findings revealed that job autonomy, skill variety, task significance, feedback, work relationships, and work conditions indirectly influenced the retention intentions of young workers in China, with employee well-being acting as a mediator. However, the impact of task identity on employee well-being and retention intentions was insignificant. Our study contributes to the literature on employee retention intentions by demonstrating the importance of young employees' perceptions of work design-related aspects and extending the application of the job characteristics model.
... Employees' innovative and proactive behaviors have obvious characteristics based typically on a positive and optimistic work attitude, and thriving at work reflects employees' positive emotional state. When employees experience positive emotions generated through learning and vigor at work, they will deeply ponder their activities and promote the generation of innovative ideas (Jiang et al., 2020). Employees promote the construction of their resource system and innovation behavior through learning and by maintaining vigor at work (Isgett and Fredrickson, 2004;Saxena et al., 2020). ...
The main purpose of this study is to explore the influence of leadership empowering behavior (personal development support, participative decision making and delegation of authority) and thriving at work (vigor, learning) on employee innovation behavior and analyze the moderating effect of personal development support on participative decision making and innovation behavior. The questionnaire survey method is used to survey Chinese industrial workers, and a total of 290 valid questionnaires are collected. The model is verified using SmartPLS. Results show that the personal development support and participative decision making dimensions of leadership empowering behavior have a significant positive influence on employee innovation behavior. Vigor and learning has a significant positive influence on employee innovation behavior, and personal development support has a significant moderating effect on the relationship between participative decision making and innovative behavior.
... Focusing on work tasks is difcult, and they are afraid or unwilling to make new attempts at work. Employees are often exhausted and unable to learn and grow [35]. With the continuous deepening of the application of AI, employees gradually adapt to the state of continuous learning through self-adjustment. ...
New artificial intelligence (AI) technologies are applied to work scenarios, which may change job demands and affect employees’ learning. Based on the resource conservation theory, the impact of job demands on employee learning was evaluated in the context of AI. The study further explores the moderating effect of the human–machine cooperation relationship between them. By collecting 500 valid questionnaires, a hierarchical regression for the test was performed. Results indicate that, in the AI application scenario, a U-shaped relationship exists between job demands and employee learning. Second, the human–machine cooperation relationship moderates the U-shaped curvilinear relationship between job demands and employees’ learning. In this study, AI is introduced into the field of employee psychology and behavior, enriching the research into the relationship between job demands and employee learning.
... Extant literature on occupational psychology shows that the supportive work environment should include work autonomy (Jiang et al. 2020;Taylor et al. 2003), supervisory support (Charoensukmongkol et al. 2016;Fukui et al. 2019), working resources (Yeh 2015), shared governance (Finnell 2014;Relf 1995), job benefits (Tessema et al. 2013) and supported condition of working in teams (i.e., teamwork). These findings further concur with recent studies regarding the influence of school leaders' communication in terms of openness, support-giving, headteachers' direction, and participation in decision-making (De Nobile and Bilgin 2022;Edinger and Edinger 2018). ...
Employees’ job satisfaction is critical for bettering work performance, reducing turnover intention, enhancing organizational commitment, and decreasing job burnout. Even though many studies have examined the relationship between leadership and employees’ job satisfaction in different sectors (and largely quantitatively), such studies did not specifically address the role of school principals in meeting teachers’ expectations as a strategy of augmenting job satisfaction for classroom teachers. Thus, the present study aimed to establish how the primary school headteachers influenced teachers' job satisfaction by meeting their job expectations in rural Tanzania. Employing a mixed-method approach and specifically the convergent parallel research design, the study used face-to-face interviews, Focus Group discussions and surveys, to collect data from a purposively selected sample of school headteachers (N = 82) and randomly selected teachers (N = 264), hence a cumulative sample of 346. Quantitative data were descriptively analyzed using Statistical Package for Social Sciences version 25 whereas qualitative data were subjected to Thematic Analysis. The results indicate that headteachers attempted to meet teachers' job satisfaction by creating a conducive and supportive work environment, facilitating the teachers’ continuous professional development, and offering them the much-needed feedback regarding their job performances.
... Porath et al. (2012) explain that thriving employees are beneficial for the organisations not only due to their energetic behaviour but also for their superior psychological functioning. A number of researches have additionally highlighted various outcomes of thriving, including reduction in absenteeism; high job satisfaction, creativity, performance, and affective organisational commitment, decreased job burnout and an overall healthy work environment (see Abid et al., 2019Abid et al., , 2015Abid and Ahmad, 2016;Carmeli and Spreitzer, 2009;Elahi et al., 2019;Jiang et al., 2020;Paterson et al., 2013;Porath et al., 2012;Spreitzer et al., 2012;Yang et al., 2019). ...
Thriving is not merely a psychological or physical state or trait; it is
rather a ‘dynamic process of adaptation, influenced by numerous individual and social factors. It emerges and changes over a life span and may be identified in one’s behavioural, cognitive, or affective domains’. Upon this premise, we identify thriving as a multidimensional construct, which requires an equally
compatible scale to capture its multifacetedness. Hence, we propose a more comprehensive tri-dimensional thriving scale (TTS) based on a series of studies. The study uses a mixed methods approach, including in-depth interviews and quantitative surveys. For additional support, we also investigated our scale’s convergent and discriminant validity with other theoretically similar constructs such as vigour, engagement, energy, passion, and happiness.
... Studies have found that mentoring increases: job satisfaction (Jiang et al., 2020); intentions to stay on the job (Jin et al., 2019), organizational socialization (Wang et al., 2018), salaries and promotions of employees (Alston, 2021); and career outcomes in general (Bredella et al., 2021). According to Abraham et al. (2021), mentoring is the leading factor among all other factors that influence employees' job satisfaction at the workplace. ...
This study focuses on examining the role of leaders’ Five-Factor Model (FFM) personality traits in their mentoring quality and mentees’ job satisfaction. It has also examined how leaders’ mentoring quality impacts mentees’ job satisfaction, leading to their job performance at the workplace. The study used an explanatory research methodology to determine the cause-and-effect relationship between mentors’ FFM personality characteristics, mentoring quality, and mentees’ job satisfaction and job performance. The study was based on path-goal theory and the Big Five-Factor Model of personality characteristics, and a questionnaire was utilized to collect information on the model’s constructs. Following the non-probability convenience sampling technique, the empirical data were collected from the academic and non-academic staff of public and private higher education institutions (HEIs) located within Pakistan on five-point Likert scale. The proposed hypotheses were tested by using PLS software. Four main conclusions were derived from this study. First, the leaders’ openness to new experiences, agreeableness, and emotional stability substantially influenced the mentees’ job satisfaction. Surprisingly, the leaders’ conscientiousness and extraversion qualities did not affect the job satisfaction of the mentees. Second, the findings demonstrated that the openness to experience, conscientiousness, and extroversion has a considerable influence on leaders’ mentoring quality, but agreeableness and emotional stability have a negligible impact. Third, the mentoring quality of the leader had a substantial effect on the job satisfaction and work performance of the mentees. Fourth, this study confirmed the belief that mentees’ job satisfaction has a favorable influence on their job performance within the context of Pakistan’s educational sector. The current study’s findings provided valuable insights to the educational institutions about which personality traits they need to foster in their leaders, making them an excellent leader to enhance their mentees’ job satisfaction and job performance within their organizational settings.
... Considerable research has showed that thriving at work, defined as a joint experience of vitality and learning at work (Spreitzer et al., 2005), can bring out a variety of important work-related outcomes such as increased job satisfaction, career satisfaction, organizational commitment, task performance, organizational citizenship behavior and creative performance and decreased intention to leave and job burnout (e.g. Jiang et al., 2020;Kleine et al., 2019). Given that, researchers have made many efforts to identify the antecedents to employee thriving so as to find out effective ways of improving employee thriving at work. ...
Although extant literature has highlighted the importance of human resource system to thriving at work, we have yet to know whether perceived strengths-based human resource (HR) system has a significant relationship with employee thriving at work. Drawing upon conservation of resources theory, the current study sought to investigate the relationship of perceived strengths-based HR system with employee thriving at work and the mediating role of general self-esteem and the moderating role of emotional exhaustion in this relationship. Research data were gathered at three points in time from employees working in various organizations in China. Results of structural equation modeling analyses demonstrated that perceived strengths-based HR system is positively related to thriving at work even after controlling for perceived high performance work system, and general self-esteem partially mediates the positive relationship of perceived strengths-based HR system with thriving at work. In addition, emotional exhaustion negatively moderated the direct relationship of general self-esteem with thriving and the indirect relationship of perceived strengths-based HR system with thriving at work through general self-esteem. The current study is the first to empirically investigate the perceived strengths-based HR system and thriving at work linkage, which advances HR system and thriving at work theories and research.
... Empirical studies have reported that burnout among nurses is common in China [17]. To cope with nurses' stresses and burnout, healthcare organizations are suggested to frequently support nurses in thriving at work in China [18][19][20]. A nurse's resilience has been reported to reduce negative employee outcomes, such as work stress [21], job insecurity [22], and turnover intention [23], while enhancing positive outcomes, such as proactive work behavior [24], perceived justice, trust in the organization, creative performance [22], job satisfaction, quality of care [23]. ...
The overall purpose of this study is to explore and examine whether high-performance work systems (HPWS) can impact thriving at work and job burnout via resilience at work among nurses in Chinese public hospitals. Specifically, it draws on social exchange theory to conceptualize a positive relationship between HPWS and resilience at work. Then, based on a socially embedded model of thriving at work and knowledge about job burnout in the literature, it further proposes the differentiated mediation roles of resilience at work in the relationship of HPWS to thriving at work and job burnout. A time-lagged survey involving three rounds of data collection with self-reported online questionnaires was employed. A total of 160 nurses from 20 public hospitals in China were invited to participate in the research. Finally, a sample of 845 responses was obtained. The response rate was 52.8%. Multiple regression analyses were conducted to test the hypotheses. It was found that HPWS (time 1) positively impacted resilience at work (time 2). The results also demonstrated that HPWS (time1) enhanced thriving at work (time 3) and reduced job burnout (time 3) via developing resilience at work (time 2). To conclude, being resilient in the workplace is crucial for nurses to enhance thriving at work, and inhabit job burnout among nurses. HPWS is a valid management tool that can be used to cultivate a nurse’s resilience at work, which further reduces job burnout and enhance thriving at work.
... In other words, thriving at work positively influence career satisfaction. The results of this study support the findings from previous studies conducted by ((Chang et al., 2020); (Jiang et al., 2020)). Employees who thrive at work by showing vitality and learning tend to not be satisfied with their career. ...
The purpose of this study is to understand the influence of thriving at work and perceived overqualification on employee career outcomes, which is seen from career satisfaction and turnover intention. This study is carried out on service company employees in Bandung, West Java. The sampling technique in this study is carried out by simple random sampling, with the final number of samples of 110 respondents. The data collection is done by distributing questionnaire using online platforms to the respondents. The questionnaire items used is measured using 5-point Likert scale. The data is then processed using multiple linear regression analysis with SPSS 23 software. The results of this study indicate that thriving at work positively influences employee career satisfaction, and negatively influences turnover intention. On the other hand, perceived overqualification negatively influences career satisfaction and positively influences turnover intention.
... Such positive cognitive and emotional states can induce academics' positive attitude, such as career satisfaction (Weiss & Cropanzno, 1996). In addition, empirical research has demonstrated that thriving can enhance employees' job satisfaction (Jiang et al., 2020). Therefore, we predict: ...
This paper draws on conservation of resources theory to develop a theoretical model outlining how and when development idiosyncratic deals affect academic career success. Three-wave data were collected from 435 academics working in various universities in western China, and the results show that resources emanating from the development idiosyncratic deals were positively associated with academic career success (current salary and career satisfaction), and thriving mediated these relationships. In addition, occupational self-efficacy was found to moderate the relationship between development idiosyncratic deals and thriving, such that the relationship was stronger when occupational self-efficacy was low. Occupational self-efficacy also moderated the indirect effects of development idiosyncratic deals on career success (current salary and career satisfaction) through thriving. By highlighting the unexplored mediating role of thriving and the moderating role of occupational self-efficacy, this study offers new directions for development idiosyncratic deals and academic career success.
... A range of researches reported a positive connection between university autonomy and job satisfaction (Gözükara & Çolakoğlu, 2016;Rodríguez et al., 2016). Workers that are given high university autonomy show positive consequences and have the feelings of a determined job which is obvious from their efforts, hard work, and decisions (Jiang et al., 2020). Besides, the study highlights that the high level of institutional autonomy enhances employee's positive feelings and job outcomes (Liu & Lo, 2018). ...
... However, Parker and Grote (2020) also highlighted the case when iPads were introduced into nursing homes and reduced the perception of autonomy due to the constant surveillance of job activities (Moore and Hayes 2018). Such excessive supervision in healthcare organisations may lead to a lower level of job satisfaction, and therefore healthcare professionals' autonomy, which is important to improve their motivation and offer quality healthcare services (Jiang et al. 2020). Overall, AI tools seem to be already widely used to keep track of the timing and completion of a variety of tasks of professionals in health-care, as illustrated by the examples of Klick Health (Kellogg, Valentine and Christin 2020) and reported by Lebovitz, Lifshitz-Assaf and Levina (2019), who have shown that radiologists have to deal with increased ambiguity and doubt and can often overrule the introduced AI diagnostics system. ...
The adoption of Artificial Intelligence (AI) in the healthcare sector is growing, and AI-based technologies are envisioned to affect not only patient care but also how healthcare professionals work. Nevertheless, the actual impact of various AI applications on healthcare professionals’ jobs has not been studied yet. Bringing together a framework to analyse AI applications in health-care and the job design model, we analysed 80 publications from the grey-literature platform ‘SingularityHub’. Our findings demonstrate that AI applications in 1) diagnosis and treatment, 2) patient engagement and empowerment and 3) administrative activities have an impact on the various components of healthcare professionals’ job design, including job autonomy and control; skill variety and use; job feedback; social and relational aspects; and job demands. Implications for future research and practice are discussed.
... A range of researches reported a positive connection between university autonomy and job satisfaction (Gözükara & Çolakoğlu, 2016;Rodríguez et al., 2016). Workers that are given high university autonomy show positive consequences and have the feelings of a determined job which is obvious from their efforts, hard work, and decisions (Jiang et al., 2020). Besides, the study highlights that the high level of institutional autonomy enhances employee's positive feelings and job outcomes (Liu & Lo, 2018). ...
This study aims to stimulate extensive research to determine the role ambiguity as a mediating variable between university autonomy and its possible outcomes (Job satisfaction, job performance) through conditioning influence of cultural tightness-looseness. A survey was used to gather the data from 348 (with 77% response rate of participants) respondents working at various positions (i.e., managerial and teaching, etc.) in both public and private universities and tested the proposed hypotheses and model. The findings show that university autonomy significantly relates to job satisfaction rather than job performance. Results also depict that role ambiguity works as a partial mediator (in case of autonomy and job satisfaction), while as a full mediator (for autonomy and job performance) the direct association of university autonomy and job performance are not found. This study develops theoretical knowledge about university autonomy and job outcomes through the moderated mediation of culture tightness-looseness and role ambiguity in the context of Pakistani universities. As an important dimension of culture, CTL is an amount, the strength of social standards in a civilization and the degree to which deviations from these norms are tolerated. This study also explores the key mechanism of submissively holding back of the relevant thoughts, by which role ambiguity hampers job performance and satisfaction. Thus, the ways to control this process through encouraging the staff, receptive attention and the awareness of current experiences have also been discussed.
... Professional identity is a process where professionrelated knowledge, skills, norms, and values are learned and internalized, and then reflected in attitudes and behaviour (Mao et al., 2020;Stephens & Ormandy, 2018;Walker et al., 2014). There are correlations among professional identity, feelings of self-worth in work autonomy, and workforce retention in the nursing field (Jiang et al., 2020;Mao et al., 2020). This is important as health workforce retention is critical in rural areas. ...
To understand primary health care practice, student nurse education requires opportunities to engage in authentic, person-in-environment interaction. This paper reviews an innovative student nurse placement model developed in rural Australia through a multidisciplinary partnership between a rural health service, a university, and the state governmental Department of Education and Training. Semi-structured interviews were conducted with a purposive sample of 12 student nurses at placement completion. Themes drawn out of the data collected were grounded in the participants’ opinions and experiences. The interview findings were grouped into six themes surrounding: (1) placement model, (2) identity, (3) autonomy, (4) interpersonal skills, (5) primary care, and (6) young people. Overall, student nurses gave positive feedback about the placement model and felt the experience contributed to their professional identity and autonomy as they transition to graduate roles. They self-reported strong indications that learning about the nuances and complexity of primary health care contributed to their practice skills. Investing in placement models such as the one presented in this paper is important to build capacity in the nursing workforce. Enabling an adaptable, responsive nursing profession is a critical area for further nurse education research and evaluation.
... Another moderator was mentoring of the manager. Mentoring moderates the effects of task identity and autonomy on thriving at work, such that these effects will be stronger for those who receive lower-quality mentoring [92]. ...
There has been a significant increase in studies on personal energy at work. Yet, research efforts are fragmented, given that scholars employ a diversity of related concepts. To bring clarity, we executed a two-fold systematic literature review. We crafted a definition of personal energy at work and a theoretical framework, outlining the dimensions, antecedents and boundary conditions. The theoretical implication of the framework is that it allows one to explain why—given similar work—some employees feel energized whereas others do not. The difference depends on the context that the employer offers, the personal characteristics of employees and the processes of strain and recovery. The paper concludes with a discussion of how future research can build on the proposed framework to advance the theoretical depth and empirical investigation of personal energy at work.
Considering the fundamental role of higher education institutions (HEIs) in knowledge creation and dissemination, a strong culture of knowledge sharing is undoubtedly indispensable for their success and sustainability. Prior research reveals that knowledge sharing behavior (KSB) tends to be largely shaped by the job characteristics. However, these studies have surprisingly overlooked examining the link of job characteristics with KSB in the academic setting. Moreover, workplace attitudes have been disregarded as a possible linking mechanism between job features and KSB in the current literature. Thus, this study seeks to bridge the gap in knowledge by exploring the effects of job features, namely task significance (TS), job autonomy (JA), task identity (TI), skill variety (SV), and feedback (FB) on academic staff's KSB in HEIs. Moreover, the study aims at examining a workplace attitude (i.e., affective commitment) as a linking mechanism between job characteristics and KSB. The study acquired 224 replies from the academic staff of private HEIs in Bangladesh by means of convenience sampling technique and a structured questionnaire. The statistical analysis computed by the PLS-SEM indicates that TS, SV, and FB have a significant direct influence on KSB. However, TI and JA were discovered to be irrelevant to KSB in direct impact assessment. Moreover, affective commitment mediated the link between all five job features (i.e., JA, FB, SV, TI, and TS) and KSB. According to the findings, faculty positions that are furnished with favorable job attributes tend to encourage the academic staff to engage more in KSB. The study's findings also put forward potential ramifications for the researchers, and university administrators.
Latar belakang: Seiring berkembangnya ilmu pengetahuan dan teknologi di era globalisasi saat ini menjadikan persaingan antar industri baik persaingan dalam negeri maupun persaingan global semakin ketat. Tujuan penelitian: Tujuan dari penelitian ini adalah untuk mengetahui pengaruh kepuasan kerja terhadap turnover intention dengan mentoring sebagai variabel moderasi. Metode penelitian: Metode penelitian kuantitatif digunakan dalam penelitian ini Teknik pengambilan sampel yang digunakan adalah purposive sampling. Responden adalah karyawan kontrak PT. Multi Manao Indonesia. Sampel yang digunakan sebanyak 50 responden. Data diperoleh dari penyebaran kuesioner online melalui Google Form. Data diolah menggunakan Moderated Regression Analysis (MRA) dengan menggunakan program SPSS 18. Hasil penelitian: Hasil penelitian ini menunjukkan bahwa kepuasan kerja berpengaruh negatif signifikan terhadap turnover intention dan moderasi mentoring dapat memperkuat pengaruh kepuasan kerja terhadap turnover intention. Kesimpulan: Berdasarkan hasil dan pembahasan penelitian yang telah dilakukan disimpulkan bahwa kepuasan kerja berpengaruh negatif signifikan terhadap turnover intention pada karyawan kontrak PT. Multi Manao Indonesia. Implikasinya adalah semakin tinggi kepuasan kerja karyawan maka turnover intention semakin rendah, begitu juga sebaliknya
Background and purpose
Employee dissatisfaction with extant technology is one of the causes of shadow IT use. The selection of alternative technologies is determined by individual IT knowledge. In this study, we intend to examine the relationship between individual IT experience and the use of shadow IT in Indonesian higher education through two job characteristics, namely task identity and autonomy.
Methods
This study collects and analyses data from 301 respondents at Indonesian universities with legal status using a quantitative methodology. The direct relationship in the research model was investigated using Smart-PLS data analysis.
Results
The results of the study indicate that individual IT experience strongly supports the use of shadow IT by tertiary institutions with legal entities employees in Indonesia, either through task identity or job autonomy.
Conclusion
In order for employees to feel satisfied, the organization must prioritize employee IT experience and the information technology requirements they require to complete their work. This can be accomplished by involving employees in the development of information technology.
This paper presents a comprehensive review and meta-analysis of the literature on the influence of cultural dimensions on work design characteristics. With our proposed work design universals typology as a framework, we provide a narrative review and analyze the influence of six cultural dimensions (power distance, individualism–collectivism, masculinity–femininity, uncertainty avoidance, long-term orientation, and indulgence–restraint) on work design characteristics’ effects on job satisfaction and performance. In addition to running meta-analytic regressions examining the role of cultural characteristics as individual moderators of the relationship between work design characteristics’ and job satisfaction and performance, we further utilize qualitative comparative analysis to move beyond treating each cultural dimension as an independent predictor and, instead, investigate configurations of cultural dimensions as moderating variables of the relationships between work design characteristics and workplace outcomes. The present effort, therefore, serves as a test of a complex universal approach when examining the influence of culture on the relationship between work design characteristics and outcomes. Collectively, this study provides a systematic narrative and quantitative review of the work design literature to assess how cultural dimensions (both individually and through complex configurations) may affect the impact of work design characteristics on job satisfaction and performance. Based on our review, we offer recommendations for future research and continued calls for more systematic and integrative cross-cultural work design research.
Facebook is one the most popular social networking sites in the world. The social aspect and perceiving oneself in the context of relationships seem to be crucial in the analysis of Facebook use. In recent years the number of Facebook users has been increasing, which is related to the problem of Facebook intrusion. Machiavellianism and selected interdependence agency indicators (conformity, relatedness, and autonomy) are associated with social functioning, which is an important aspect of Facebook intrusion. The aim of the study was to check how Machiavelianism and the interdependent agency indicators mentioned above affect Facebook intrusion and whether Facebook intrusion decreases satisfaction with life. The participants in the online study were 715 Polish Facebook users. We administered the Facebook Intrusion Scale, Conformity, Relatedness, and Autonomy Scales, and the Satisfaction With Life Scale. The results show that the selected interdependence agency indicators predict Facebook intrusion. Our results revealed that a high level of Machiavellianism was related to a high level of Facebook intrusion in women. They also show that conformity is positively and autonomy negatively related to Facebook intrusion and that Facebook decreases reduces satisfaction with life. The presented research thus contributes to knowledge about Facebook usage patterns.
Studies on how high‐performance work systems (HPWS) enhance employee creativity are primarily based on relationship‐ and motivation‐related theories, while some scholars have argued that HPWS may promote performance at the expense of employee well‐being. Based primarily on a social embeddedness framework of thriving, this study introduces the human dimension of the sustainability perspective and investigates the indirect effect of HPWS on creativity through evidence of employees' thriving at work. We further explore the moderating role of temporal leadership in the relationship between HPWS and thriving. Hypotheses are tested using multi‐wave, multi‐source data from 235 employees and their direct supervisors. The contribution of this study lies in explaining how employee creativity is triggered by HPWS and how temporal leadership complements HPWS.
Purpose
The purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work by aiming to consider the “dark-side” of HPWS and to uncover the “black box.”
Design/methodology/approach
This research draws from data from 377 employees nested in 77 work teams and tests a multilevel moderated mediation model using multilevel path analysis.
Findings
The findings indicate that employees appraise HPWS as both a challenge and a hindrance simultaneously. The challenge appraisal associated with HPWS positively influences employees' thriving at work whereas hindrance appraisal of HPWS negatively influences thriving experience. The results also support the hypothesized relationships in which servant leadership moderates the indirect effect of HPWS on employee thriving via challenge and hindrance appraisals accordingly.
Originality/value
This research demonstrates both positive and negative sides of HPWS as evaluated by employees in relation to an important employee outcome of thriving at work. It enriches the strategic HRM literature by identifying the “black box” of HPWS-employee outcomes and associated boundary condition from the theoretical perspective of cognitive appraisals.
Purpose:
Whether in traditional manufacturing or modern intelligent manufacturing, craftsmen have always been the backbone of China's manufacturing industry. Cultivating employee craftsmanship spirit has become one of the top tasks of human resource management in China's manufacturing industry. The question is what kind of leadership style will promote employee craftsmanship spirit and how can it be promoted? To answer this question, based on self-determination theory and social exchange theory, this study focuses on the influence of spiritual leadership on employee craftsmanship spirit, as well as the moderating effect of having a caring ethical climate and the mediating effect of autonomous motivation between spiritual leadership and employee craftsmanship spirit.
Methods:
The leaders and employees of 103 work teams from Chinese manufacturing enterprises were investigated, and 434 paired data points were obtained. Data analysis and hypothesis testing were conducted using data analysis software, such as HLM, SPSS, and AMOS.
Results:
The results reveal that spiritual leadership can significantly positively predict employee craftsmanship spirit. Employee autonomous motivation plays a partial mediating role in the positive correlation between spiritual leadership and craftsmanship spirit. Additionally, caring ethical climate positively moderates the correlation between spiritual leadership and the autonomous motivation of employees. The greater the caring ethical climate of teams is, the stronger the positive correlation between spiritual leadership and the autonomous motivation of employees.
Conclusion:
Leadership plays an important role in the process of employees improving their skills, acquiring the status of craftsmen, and developing craftsmanship beliefs. Therefore, it is of great significance to understand how spiritual leadership style can effectively promote craftsmanship spirit among employees for high-quality development of the manufacturing industry. This study reveals the ways that spiritual leadership influences employee craftsmanship spirit from a new perspective and confirms the mediating effect of autonomous motivation as well as the moderating effect of caring ethical climate. The research conclusions can provide practical solutions for cultivating employee craftsmanship spirit.
Although previous research has provided insights into the direct effects of platform decentralization governance on market value, scholars have failed to theorize and empirically examine the mediating mechanisms through which platform decentralization governance transfers into increased or decreased market value. This article draws on signaling (Spence, 1973) and mechanism design theory (Hurwicz, 1973) to provide a theoretical understanding of how voluntary disclosures and developers' activities mediate the relationship between platform decentralization and market value. We test our model with a sample of 682 largest market capitalization blockchain platforms. The results confirm our proposed mediation relationships that (1) centralization (or low decentralization) governance enhances platform market value via more voluntary disclosures, (2) decentralization enhances platform market value via facilitating developers' activities, and (3) centralization enhances market value via more voluntary disclosures that in turn facilitate developers' activities. Overall, our study offers both theoretical and practical implications regarding the governance structures that drive value for digital and blockchain platforms.
Purpose
Based on the socially embedded model of thriving at work and using the conservation of resources and job demands-resources theories, this study aims to examine the mediating role of thriving at work, as a personal resource, in the relationship between workplace safety, as job resource, and well-being.
Design/methodology/approach
The authors used structural equation modeling to test the mediation model on a sample of 350 correctional officers.
Findings
The results provided support to the authors' model. The authors found that workplace safety is positively linked to job satisfaction and negatively to health complaints, and these relationships are partially mediated by thriving at work. Consistent with the conservation of resources theory, thriving at the workplace is a mechanism that translates the positive effect of workplace safety on well-being.
Originality/value
The contribution of this research resides that a safe work environment leads to improved health and job satisfaction via thriving at work because thriving correctional officers feel energetic and able to acquire and apply knowledge and skills at workplace.
Purpose
The study focuses on intraindividual trajectory of job crafting change over time. Integrating the self-regulation and demands-resources perspectives, this study examines how career support from family and friends interacts with job autonomy to influence the change pattern of job crafting.
Design/methodology/approach
Four waves of self-report survey data were collected in a semester from 324 university professors and instructors in China. Latent growth curve modeling was used to examine intraindividual change of job crafting and conducted latent interaction analysis to test the joint effect of autonomy and career support from family and friends on job crafting change.
Findings
There was a general declining trend in job crafting over the course of a semester. Career support from family and friends moderated the association between job autonomy and job crafting maintenance. Specifically, when career support was low, job autonomy was negatively associated with job crafting maintenance.
Research limitations/implications
The study showed that job crafting maintenance over time is distinct from the typical between-person conceptualization. Further, job crafting maintenance was predicted from a self-regulatory perspective. However, the unique context of college faculty from China may limit generalization of the findings.
Practical implications
Managers should recognize the challenges in maintaining job crafting over time. In addition to providing autonomy at work, organizations may benefit from establishing channels for employees to receive career support from non-work domains.
Originality/value
The authors adopt a self-regulation perspective to understand intraindividual change in job crafting over time and situate the current investigation in the cyclical nature of university faculty’s job.
Objectives
This study aims to explore the mediating effect and influence mechanism of organisational commitment on the association among thriving at work and job satisfaction among frontline primary public health workers (PHWs) in China during the COVID-19 pandemic.
Design
This study is a cross-sectional written survey.
Setting
We included 20 primary care units in northern provinces of China.
Participants
A total of 601 PHWs who worked in primary organisations and against COVID-19 on the front line were included.
Methods
We collected the data from the participants’ written questionnaire (Minnesota Satisfaction Questionnaire, thriving at work scale and organisational commitment scale), and programmed AMOS V.26.0 to develop a structural equation model (SEM) based on the relationships among the three variables.
Results
The thriving at work scores of the primary PHWs were (M=3.17, SD=0.65), and job satisfaction was (M=3.05, SD=0.69); the scores of their thriving at work, organisational commitment and job satisfaction were all significantly correlated (p<0.01); and the SEM indicated that organisational commitment had a significant partial mediating effect between thriving at work and job satisfaction. The overall effect value was 0.867, and the mediated effect value was 0.422, accounting for 48.7% of the total effect size.
Conclusion
The thriving at work and job satisfaction scores of primary PHWs in China are moderate, and thriving at work not only affects job satisfaction directly, but also indirectly through organisational commitment. This study suggests that health policy-makers should promote job satisfaction among PHWs through relative inventions aiming to improve their thriving at work and organisational commitment.
Network centrality is vital for employees to attain superior performance or desired outcomes and yet we still know little of what makes employees develop central positions. A major challenge is that employees feel discomfort forming networks for opportunistic purposes that benefit them directly. This challenge can be overcome once we focus on the requirements raised by jobs. This paper posits that employees will be motivated to form networks in order to acquire the information capacity needed to satisfy the information requirements raised by the characteristics of their jobs. The study explores how the five enriching job characteristics influence the central position an employee occupies in the organizational network. Interestingly, not all job characteristics benefit networks. Evidence shows that task autonomy, task variety and task significance exercise a positive effect on network centrality but task identity and feedback from the job exercise a negative effect. Network centrality then mediates the relationship between job characteristics and performance. While dispositional determinants explain only between 3% and 5% of variance in network centrality, the model presented explains up to 32% of variance, thereby offering a solid answer to the core question of what determines network centrality.
Latar belakang: Seiring berkembangnya ilmu pengetahuan dan teknologi di era globalisasi saat ini menjadikan persaingan antar industri baik persaingan dalam negeri maupun persaingan global semakin ketat. Tujuan penelitian: Tujuan dari penelitian ini adalah untuk mengetahui pengaruh kepuasan kerja terhadap turnover intention dengan mentoring sebagai variabel moderasi. Metode penelitian: Metode penelitian kuantitatif digunakan dalam penelitian ini Teknik pengambilan sampel yang digunakan adalah purposive sampling. Responden adalah karyawan kontrak PT. Multi Manao Indonesia. Sampel yang digunakan sebanyak 50 responden. Data diperoleh dari penyebaran kuesioner online melalui Google Form. Data diolah menggunakan Moderated Regression Analysis (MRA) dengan menggunakan program SPSS 18. Hasil penelitian: Hasil penelitian ini menunjukkan bahwa kepuasan kerja berpengaruh negatif signifikan terhadap turnover intention dan moderasi mentoring dapat memperkuat pengaruh kepuasan kerja terhadap turnover intention. Kesimpulan: Berdasarkan hasil dan pembahasan penelitian yang telah dilakukan disimpulkan bahwa kepuasan kerja berpengaruh negatif signifikan terhadap turnover intention pada karyawan kontrak PT. Multi Manao Indonesia. Implikasinya adalah semakin tinggi kepuasan kerja karyawan maka turnover intention semakin rendah, begitu juga sebaliknya
Thriving at work refers to a positive psychological state characterized by a joint sense of vitality and learning. Based on Spreitzer and colleagues’ (2005) model, we present a comprehensive meta-analysis of antecedents and outcomes of thriving at work (K = 73 independent samples, N = 21,739 employees). Results showed that thriving at work is associated with individual characteristics, such as psychological capital (rc = .47), proactive personality (rc = .58), positive affect (rc = .52), and work engagement (rc = .64). Positive associations were also found between thriving at work and relational characteristics, including supportive coworker behavior (rc = .42), supportive leadership behavior (rc= .44), and perceived organizational support (rc = .63). Moreover, thriving at work is related to important employee outcomes, including health-related outcomes like burnout (rc = -.53), attitudinal outcomes like commitment (rc = .65), and performance-related outcomes like task performance (rc = .35). The results of relative weights analyses suggest that thriving exhibits small, albeit incremental predictive validity above and beyond positive affect and work engagement, for task performance, job satisfaction, subjective health, and burnout. Overall, the findings of this meta-analysis support Spreitzer and colleagues’ (2005) model and underscore the importance of thriving in the work context.
Ample research demonstrates that workplace incivility has individual and organisational costs, but an important question remains unanswered: might it have benefits as well? We investigate this possibility by focusing on incivility appraisals—both negative and challenge appraisals (i.e. as an opportunity for learning, growth)—and their correlates. To explain this diversity of appraisals, we examine whether attributions (i.e. perceived intent to harm, perceived perpetrator control) predict perceptions. We conducted two multi-method (quantitative and qualitative) surveys, one of which was multi-source, of employees across a range of occupations. In Study 1, attributions that perpetrators acted with control and malicious intent fuelled negative appraisals of incivility, which undermined job satisfaction. Study 2 added to these findings by demonstrating that some targets formed challenge appraisals of uncivil encounters, especially when they attributed low malicious intent to perpetrators; challenge appraisal related to boosts in job satisfaction and thriving. These attitudinal outcomes then positively related to organisational citizenship behaviour, as reported by targets' coworkers. Showing paths to incivility harm (and potential benefit), our findings can inform interventions to alter the impact of workplace incivility.
Conservation of resources theory is employed to examine the effect of workplace support on thriving at work and the mediation of thriving at work on the workplace support and life satisfaction relationship using data on white-collar workers in China. We find that workplace support is positively related to thriving at work and thriving at work is positively related to life satisfaction. We also find that thriving at work fully mediates the relationship between life satisfaction and supervisor support, while the relationship between life satisfaction and coworker support is partially mediated by thriving at work. Consistent with the COR caravan and spillover hypothesis, we conclude that thriving at work is a mechanism that transmits the positive effects of workplace support on life satisfaction. The research findings suggest that an increase in workplace support can benefit both individuals and organizations by improving individuals’ thriving at work and life satisfaction.
This theoretical paper differentiates work engagement from the burnout concept by using a task-level perspective. Specifically, I argue that work engagement (i.e., the experience of vigor, dedication and absorption, Schaufeli & Bakker, 2004) emerges during the process of working. It does not only differ between persons and does not only fluctuate from one day to the other (or even within the course of a day), but can vary largely between different work tasks. Burnout (and particularly exhaustion) as a chronic state does not differ from one work task to the other. I describe task features derived from the job characteristics model (Hackman & Oldham, 1976) as predictors of task-specific work engagement and discuss interaction effects between task features on the one hand and job-level social and personal resources on the other hand. I outline possible avenues for future research and address practical implications, including task design and employee's energy management throughout the workday.
Studies that combine moderation and mediation are prevalent in basic and applied psychology research. Typically, these studies are framed in terms of moderated mediation or mediated moderation, both of which involve similar analytical approaches. Unfortunately, these approaches have important shortcomings that conceal the nature of the moderated and the mediated effects under investigation. This article presents a general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis. This framework clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models. The authors empirically illustrate this framework and give step-by-step instructions for estimation and interpretation. They summarize the advantages of their framework over current approaches, explain how it subsumes moderated mediation and mediated moderation, and describe how it can accommodate additional moderator and mediator variables, curvilinear relationships, and structural equation models with latent variables.
Common method variance (CMV) is an ongoing topic of debate and concern in the organizational literature. We present four latent variable confirmatory factor analysis model designs for assessing and controlling for CMV—those for unmeasured latent method constructs, Marker Variables, Measured Cause Variables, as well as a new hybrid design wherein these three types of method latent variables are used concurrently. We then describe a comprehensive analysis strategy that can be used with these four designs and provide a demonstration using the new design, the Hybrid Method Variables Model. In our discussion, we comment on different issues related to implementing these designs and analyses, provide supporting practical guidance, and, finally, advocate for the use of the Hybrid Method Variables Model. Through these means, we hope to promote a more comprehensive and consistent approach to the assessment of CMV in the organizational literature and more extensive use of hybrid models that include multiple types of latent method variables to assess CMV.
Despite an increasing number of studies investigating the effects of mentoring on employee work outcomes, limited attention has been placed on the relationship between mentoring functions and turnover intentions. In this study, we examined the relationship between mentoring functions and turnover intentions, and the mediating role of perceived organizational support (POS) on this relationship. Using data collected from 176 employees in three Chinese banks, we found that POS partially mediated the relationship between mentoring functions and employees' turnover intentions.
In this research, we develop a theoretical model that links a 2-dimensional model of stressors to individual thriving, resilience, and life satisfaction to examine the possibility that some stressors may actually be beneficial. We test this model across a 10-week period with 189 university students. Our findings indicate that while hindrance stressors diminish appraisals of life satisfaction, challenge stressors promote life satisfaction. Additionally, we find that thriving mediates the relationships between stressors and life satisfaction. A further moderated mediation examination demonstrates how resilience influences thriving as an intervening mechanism by buffering the negative indirect effects in the hindrance stressor-life satisfaction relationship. Our results provide initial support for understanding the psychological mechanisms that explain the differential relationships between stressors and life satisfaction. Although stressful experiences can never be fully avoided, our results provide some hope that resilient individuals can still thrive in stressful environments that promote personal challenges and achievement.
In this paper, we establish the relationship between de-energizing relationships and individual performance in organizations. To date, the emphasis in social network research has largely been on positive dimensions of relationships despite literature from social psychology revealing the prevalence and detrimental impact of de-energizing relationships. In 2 field studies, we show that de-energizing relationships in organizations are associated with decreased performance. In Study 1, we investigate how de-energizing relationships are related to lower performance using data from 161 people in the information technology (IT) department of an engineering firm. In Study 2, in a sample of 439 management consultants, we consider whether the effects of de-energizing relationships on performance may be moderated by the extent to which an individual has the psychological resource of thriving at work. We find that individuals who are thriving at work are less susceptible to the effects of de-energizing relationships on job performance. We close by discussing implications of this research. (PsycINFO Database Record
(c) 2015 APA, all rights reserved).
In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
We conceptualize a multilevel framework that examines the manifestation of abusive supervision in team settings and its implications for the team and individual members. Drawing on Hackman's (1992) typology of ambient and discretionary team stimuli, our model features team-level abusive supervision (the average level of abuse reported by team members) and individual-level abusive supervision as simultaneous and interacting forces. We further draw on team-relevant theories of social influence to delineate two proximal outcomes of abuse-members' organization-based self-esteem (OBSE) at the individual level and relationship conflict at the team level-that channel the independent and interactive effects of individual- and team-level abuse onto team members' voice, team-role performance, and turnover intentions. Results from a field study and a scenario study provided support for these multilevel pathways. We conclude that abusive supervision in team settings holds toxic consequences for the team and individual, and offer practical implications as well as suggestions for future research on abusive supervision as a multilevel phenomenon. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
Many theories in management, psychology, and other disciplines rely on moderating variables: those which affect the strength or nature of the relationship between two other variables. Despite the near-ubiquitous nature of such effects, the methods for testing and interpreting them are not always well understood. This article introduces the concept of moderation and describes how moderator effects are tested and interpreted for a series of model types, beginning with straightforward two-way interactions with Normal outcomes, moving to three-way and curvilinear interactions, and then to models with non-Normal outcomes including binary logistic regression and Poisson regression. In particular, methods of interpreting and probing these latter model types, such as simple slope analysis and slope difference tests, are described. It then gives answers to twelve frequently asked questions about testing and interpreting moderator effects.
Much research shows it is possible to design motivating work, which has positive consequences for individuals and their organizations. This article reviews research that adopts this motivational perspective on work design, and it emphasizes that it is important to continue to refine motivational theories. In light of continued large numbers of poor-quality jobs, attention must also be given to influencing practice and policy to promote the effective implementation of enriched work designs. Nevertheless, current and future work-based challenges mean that designing work for motivation is necessary but insufficient. This review argues that work design can be a powerful vehicle for learning and development, for maintaining and enhancing employees' physical and mental health, and for achieving control and flexibility simultaneously (for example, in the form of ambidexterity); all these outcomes are important given the challenges in today's workplaces. The review concludes by suggesting methodological directions. Expected final online publication date for the Annual Review of Psychology Volume 65 is January 03, 2014. Please see http://www.annualreviews.org/catalog/pubdates.aspx for revised estimates.
According to balance theory (Heider, 1958), when 2 coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the 3 parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LMX on the interpersonal interactions between coworkers. Using data from 2 independent studies, the results of social relations analyses show that (a) actual (dis)similarity in LMX between Coworkers A and B increases Coworker A's feelings of contempt for Coworker B and decreases Coworker A's perception of help received from Coworker B (Study 1); (b) Coworker A is more likely to experience contempt for Coworker B when Coworker A perceives that he/she has a higher or lower level of LMX compared to Coworker B than when Coworker A perceives that his/her level of LMX is similar to Coworker B's (Study 2); and (c) these relationships only hold true for employees with a high social comparison orientation (SCO) in both Studies 1 and 2. Particularly, in Study 1, we also show that contempt is a crucial mediator that transmits the interactive effect of LMX (dis)similarity and SCO on perceptions of help received from coworkers. Furthermore, an average level of perceived help from coworkers is positively related to the sales performance of individual employees. (PsycINFO Database Record (c) 2013 APA, all rights reserved).
As organizations seek to increase flexibility and reduce costs, temporary work arrangements have increased. In this article, the authors argue that these workers can be the targets of devalued treatment. They develop a model of the individual and organizational antecedents and consequences of temporary worker stigmatization. Then, they articulate the implications of this model for research on workplace stigma and effective utilization of temporary workers.
hriving describes an individual's experience of vitality and learning. The primary goal of this paper is to develop a model that illuminates the social embeddedness of employees' thriving at work. First, we explain why thriving is a useful theoretical construct, define thriving, and compare it to related constructs, including resilience, flourishing, subjective well-being, flow, and self-actualization. Second, we describe how work contexts facilitate agentic work behaviors, which in turn produce resources in the doing of work and serve as the engine of thriving. Third, we describe how thriving serves as a gauge to facilitate self-adaptation at work. We conclude by highlighting key theoretical contributions of the model and suggesting directions for future research.
This study aimed to better understand the psychologicalmechanisms, referred to in the job demands–resourcesmodel as the
energetic and motivational processes, that can explain relationships between job demands (role overload and ambiguity),
job resources (job control and social support), and burnout (emotional exhaustion, depersonalization, and personal
accomplishment). Drawing on self-determination theory, we examined whether psychological resources (perceived
autonomy, competence, and relatedness) act as specific mediators between particular job demands and burnout as well as
between job resources and burnout. Participants were 356 school board employees. Results of the structural equation
analyses provide support for our hypothesized model, which proposes that certain job demands and resources are involved
in both the energetic and motivational processes—given their relationships with psychological resources—and that they
distinctively predict burnout components. Implications for burnout research and management practices are discussed.
The purpose of the present study is to investigate relationships between mentoring others, perceptions of career plateauing, and job attitudes. A total of 306 government employees located in the southeastern United States completed surveys (50.08% response rate). Of these, 110 reported experi- ence as a mentor. As expected, the results indicated that mentoring others was associated with more favorable job attitudes, whereas greater job content and hierarchical plateauing was associated with less favorable job attitudes. The results provided mixed support that mentoring others may alleviate the negative consequences associated with career plateauing. Specifically, the results indicated that mentor experience and psychosocial mentoring moderated the relationship for job content plateauing. Similar relationships were not found for hierarchical plateauing. Implications and future research suggestions are provided.
We introduce social networks theory and methods as a way of understanding mentoring in the current career context. We first introduce a typology of "developmental networks" using core concepts from social networks theory - network diversity and tie strength - to view mentoring as a multiple relationship phenomenon. We then propose a framework illustrating factors that shape developmental network structures and offer propositions focusing on the developmental consequences for individuals having different types of developmental networks in their careers. We conclude with strategies both for testing our propositions and for researching multiple developmental relationships further.
Translated but unstandardised psychological instruments are widely used in non-English speaking countries. For many of these instruments meagre information is available on the method of translation, extent of adaptations, reliability, validity and other psychometric properties. This lack of information has unforeseen consequences for test-takers and decision making in clinical and other applied settings. In this paper it is argued that there is a need for guidelines outlining the minimum requirements to justify professional and ethical use of unstandardised psychological instruments. Eight criteria are suggested and all of these should be met in order to justify the use of unstandardised instruments in applied settings. Finally, it is emphasised that the use of unstandardised instruments should be viewed as temporary and tentative; the final aim of all translations and adaptations of psychological instruments that are to be used in a clinical or other applied context should be proper standardisation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Describes the Job Diagnostic Survey (JDS) which is intended to (a) diagnose existing jobs to determine whether (and how) they might be redesigned to improve employee motivation and productivity and (b) evaluate the effects of job changes on employees. The instrument is based on a specific theory of how job design affects work motivation, and provides measures of (a) objective job dimensions, (b) individual psychological states resulting from these dimensions, (c) affective reactions of employees to the job and work setting, and (d) individual growth need strength (interpreted as the readiness of individuals to respond to "enriched" jobs). Reliability and validity data are summarized for 658 employees on 62 different jobs in 7 organizations who responded to a revised version of the instrument. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors of this study sought to examine the relationships among teachers' years of experience, teacher characteristics (gender and teaching level), three domains of self-efficacy (instructional strategies, classroom management, and student engagement), two types of job stress (workload and classroom stress), and job satisfaction with a sample of 1,430 practicing teachers using factor analysis, item response modeling, systems of equations, and a structural equation model. Teachers' years of experience showed nonlinear relationships with all three self-efficacy factors, increasing from early career to mid-career and then falling afterwards. Female teachers had greater workload stress, greater classroom stress from student behaviors, and lower classroom management self-efficacy. Teachers with greater workload stress had greater classroom management self-efficacy, whereas teachers with greater classroom stress had lower self-efficacy and lower job satisfaction. Those teaching young children (in elementary grades and kindergarten) had higher levels of self-efficacy for classroom management and student engagement. Lastly, teachers with greater classroom management self-efficacy or greater instructional strategies self-efficacy had greater job satisfaction. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The increasing number of self-report surveys being collected using computers has led to a body of literature examining the response rates for computerized surveys compared with the more traditional paper-and-pencil method. However, results from individual studies have been inconsistent, and the meta-analyses available on this topic have included studies from a restricted range of years and did not use proper statistical procedures for examining comparability. Consequently, we conducted a meta-analysis with 96 independent effect sizes spanning over two decades of studies; we also assessed potential moderators. Comparability was determined using confidence interval equivalence testing procedures. The meta-analysis indicated nonequivalence, with those in the paper-and-pencil condition being almost twice as likely to return surveys as those in the computer condition. There was large heterogeneity of variance, and 11 of the 18 potential moderators were significant. Two meta-regressions yielded only two significant unique moderators: population and type of measure. Results highlighted issues within the response rate literature that can be addressed in future studies, as well as provided an example of using equivalence testing in meta-analyses.
We develop and test a model of successful aging at work in 2 studies. The first identifies key human resource (HR) practices that late-career workers find valuable, and explores workers’ experiences of them. The second examines the role of those practices along with individual behavioral strategies in successful aging at work, as expressed by a
sense of thriving and by 3 dimensions of job performance. We also introduce the new construct of surviving at work, contrasting with thriving. Study 1 reports qualitative data from interviews with 37 older workers (nearly all 55+) and 10 HR managers in the United Kingdom and Bulgarian healthcare and information and communication technology
sectors. Study 2 employs quantitative data from 853 U.K. older workers in the same 2 sectors. We find (Study 1) 8 types of HR practices that seem particularly salient to older workers, and which they experience to varying extents. These practices cut across existing typologies, and we recommend them for future research. In Study 2 we find that
selection, optimization, and compensation strategies adopted by individuals are directly related to self-rated job performance, and mediate some of the effects of HR practices on job performance. In addition, optimization specifically affects performance via thriving, and to a lesser extent via surviving. The same is true for availability of HR practices.
The results demonstrate the importance of both HR practices and individual strategies in fostering successful aging at work, and the important role of thriving in this process.
In a fast changing and fast-paced global workplace, where maintaining competitive advantage is paramount to success, identifying ways of sustaining employee well-being is of increasing importance to a range of stakeholders, both within the context of work and beyond. Within the workplace, well-being is important not only to individual employees in terms of maintaining their own good health, but also to managers and organisations as there is evidence to suggest that poor well-being at work can have adverse effects on performance and overall productivity. Beyond the workplace, health service providers must manage the potential burden of poor individual and population health, exacerbated in many nations by ageing workforces. Given the existing evidence linking employee well-being to key organisational outcomes such as performance and productivity, identifying ways to enhance employee well-being is, arguably, a core function of contemporary human resource professionals. However, the juxtaposition of an increased focus on well-being at work and the current business climate of needing to do more with less can pose significant challenges for HRM professionals in contemporary organisations. In this paper we examine some of the key issues of pertinence to researchers in the field of HRM and well-being, and propose a number of areas for future research.
I: Background.- 1. An Introduction.- 2. Conceptualizations of Intrinsic Motivation and Self-Determination.- II: Self-Determination Theory.- 3. Cognitive Evaluation Theory: Perceived Causality and Perceived Competence.- 4. Cognitive Evaluation Theory: Interpersonal Communication and Intrapersonal Regulation.- 5. Toward an Organismic Integration Theory: Motivation and Development.- 6. Causality Orientations Theory: Personality Influences on Motivation.- III: Alternative Approaches.- 7. Operant and Attributional Theories.- 8. Information-Processing Theories.- IV: Applications and Implications.- 9. Education.- 10. Psychotherapy.- 11. Work.- 12. Sports.- References.- Author Index.
Self-regulating work groups are a promising alternative to traditional forms of work design. Their emergence from socio-technical systems theory and field experimentation is discussed, and their theoretical bases and implementation strategies presented. Managerial functions appropriate to their design and supervision are also proposed.
We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright
This article presents two studies that examine the moderated serial multiple mediation model between Family Supportive Supervisors Behaviors (FSSB) and individual’s thriving at work through psychological availability and work-family enrichment at conditional levels of need for caring. Drawing on the Resource-Gain-Development framework (Wayne et al., 2007) and self-determination theory (Deci & Ryan, 1985), the results of the 6-month time-lagged data demonstrate, in Study 1 (Italian sample = 156), that FSSB is associated with greater individual
thriving at work via work-family enrichment and that this indirect relationship is significant exclusively for those who perceive a higher need for caring. In Study 2 (Chinese sample = 356), the results demonstrate the relationship between FSSB and thriving at work is serially mediated by both psychological availability and work-family enrichment at conditional level of need for caring. In particular, the results demonstrate that individuals with a higher need for caring responded more favorably to the presence of a family supportive supervisor than those
experiencing a lower need for caring. Implications for research and practice are discussed.
Purpose
– The purpose of this paper is to test the relation between employee goal orientation and occupational withdrawal intentions and behaviors considering employee satisfaction a mediator in the relations.
Design/methodology/approach
– Survey data were obtained from a sample of 241 licensed real estate professionals using a self-administrated questionnaire. Mediation hypotheses were tested using Smart PLS.
Findings
– The results indicate that job satisfaction fully mediates the relation between learning goal orientation and occupational withdrawal intentions and behaviors. A direct positive relation was found between avoid goal orientation and occupational withdrawal intentions and behaviors.
Practical implications
– Worker shortages in many occupations increases the importance of the ability to understand and predict occupational withdrawal behaviors.
Originality/value
– This study adds to the literature by considering goal orientation as an individual employee characteristics central in predicting and understanding occupational attitudes and withdrawal intentions and behaviors.
This study was designed to test the relationship between perceived social impact, social worth, supervisor-rated job performance (one month later), and mediating effects by commitment to customers and work engagement. The hypotheses were tested with SEM analysis in a field study with 370 customer service employees from bank, retail, and sales positions. Results confirm that perceived social impact is associated with better job performance and that this relationship is mediated by work engagement. Furthermore, results support a second mediating mechanism in which perceived social impact and social worth are associated with engagement through affective commitment to customers. Finally, it was found that engaged employees are rated as better performers by supervisors one month later. This study supports the motivational approach to performance and highlights the role that interactions with customers may play in motivating service employees. Practical implications are discussed highlighting the need to consider the social dynamics in service contexts.
Eudaimonia is an ancient Greek concept that focuses on becoming the best one can be. The purpose of this theoretical paper is to integrate the concept of eudaimonia into management literature to enhance our understanding of employees’ optimal functioning in the workplace. By drawing on literature on eudaimonia from both the philosophy and psychology disciplines, I proposed a high-order construct of eudaimonic orientation which describes one’s desire to develop the best in one’s self and to express one’s core self in the service of the greater good. I further delineated a theoretical model of eudaimonic orientation to illustrate the mechanisms through which eudaimonic orientation influences work behaviors and outcomes.
This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experi ences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions-meaningfulness. safety. and availabil ity-and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts. and directions for future research are described. People occupy roles at work; they are the occupants of the houses that roles provide. These events are relatively well understood; researchers have focused on "role sending" and "receiving" (Katz & Kahn. 1978). role sets (Merton. 1957). role taking and socialization (Van Maanen. 1976), and on how people and their roles shape each other (Graen. 1976). Researchers have given less attention to how people occupy roles to varying degrees-to how fully they are psychologically present during particular moments of role performances. People can use varying degrees of their selves. physically, cognitively, and emotionally. in the roles they perform. even as they main tain the integrity of the boundaries between who they are and the roles they occupy. Presumably, the more people draw on their selves to perform their roles within those boundaries. the more stirring are their performances and the more content they are with the fit of the costumes they don. The research reported here was designed to generate a theoretical frame work within which to understand these "self-in-role" processes and to sug gest directions for future research. My specific concern was the moments in which people bring themselves into or remove themselves from particular task behaviors, My guiding assumption was that people are constantly bring ing in and leaving out various depths of their selves during the course of The guidance and support of David Berg, Richard Hackman, and Seymour Sarason in the research described here are gratefully acknowledged. I also greatly appreciated the personal engagements of this journal's two anonymous reviewers in their roles, as well as the comments on an earlier draft of Tim Hall, Kathy Kram, and Vicky Parker.
This study examined the role of subordinate voice in creating positive attitudes in the performance appraisal context. Two aspects of voice, instrumental and non-instrumental, were assessed. Both aspects of voice were related to satisfaction with the appraisal, while only non-instrumental voice had an impact on attitudes toward the manager. Implications for procedural justice and performance appraisal are discussed.
I describe a test of linear moderated mediation in path analysis based on an interval estimate of the parameter of a function linking the indirect effect to values of a moderator—a parameter that I call the index of moderated mediation. This test can be used for models that integrate moderation and mediation in which the relationship between the indirect effect and the moderator is estimated as linear, including many of the models described by Edwards and Lambert (200710.
Edwards, J.R., & Lambert, L.S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12, 1–22.[CrossRef], [PubMed], [Web of Science ®]View all references) and Preacher, Rucker, and Hayes (200743.
Preacher, K.J., Rucker, D.D., & Hayes, A.F. (2007). Assessing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.[Taylor & Francis Online], [Web of Science ®]View all references) as well as extensions of these models to processes involving multiple mediators operating in parallel or in serial. Generalization of the method to latent variable models is straightforward. Three empirical examples describe the computation of the index and the test, and its implementation is illustrated using Mplus and the PROCESS macro for SPSS and SAS.
Theory suggests that thriving, the feeling of vitality and experience of learning, is in large part determined by the social environment of employees’ workplace. One important aspect of this social environment is the position of an individual in the communication network. Individuals who are sources of communication for many colleagues often receive benefits because other employees depend heavily on these individuals for information; however, there may also be drawbacks to this dependence. In particular, employees who are central in the communication network may experience more role overload and role ambiguity and, in turn, lower levels of workplace thriving. Individual differences are also likely to explain why some individuals are more likely to thrive. Relying on research that views organizations as political arenas, we identify political skill as an individual difference that is likely to enhance workplace thriving. Using a moderated-mediation analysis, we find support for the indirect cost of communication centrality on workplace thriving through role overload and role ambiguity. Furthermore, we identify both direct and moderating effects of political skill. Specifically, political skill mitigates the extent to which employees experience role ambiguity, but not role overload, associated with their position in the communication network, and these effects carry through to affect thriving. Star employees are often central in communication networks; with this in mind, we discuss the implications of our findings for employees and organizations.
We know little about what determines an effective placement experience, yet vocational placements are an integral part of many professional degree programmes. The aim of this research was to examine the influence of job (task variety, task identity, task significance, feedback, and autonomy) and supervisor (relationship quality and mentoring) characteristics on placement outcomes. The findings were tested on samples from two professions for which placement were a compulsory part of their course. Sample 1 consisted of 266 undergraduate nurses, and sample 2 consisted of 176 postgraduate psychologists. The findings showed that job and supervisor characteristics explained unique variance in professional development and placement satisfaction. Of the five job characteristics examined, skill variety, feedback from the job, and task significance influenced placement outcomes. Mentoring emerged as the most important supervisor characteristic that was associated with professional development and placement satisfaction, and to a slightly less extent, supervisor–student relationship quality was also important. The research and practical implications of the findings were discussed.