PurposeBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.Design/methodology/approachTwo multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.FindingsThe data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.Practical implicationsManagers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.Originality/valueThe authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.
{"title":"Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resources","authors":"Tomislav Hernaus, N. Dragičević, Aleša Saša Sitar","doi":"10.1108/pr-04-2022-0308","DOIUrl":"https://doi.org/10.1108/pr-04-2022-0308","url":null,"abstract":"PurposeBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.Design/methodology/approachTwo multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.FindingsThe data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.Practical implicationsManagers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.Originality/valueThe authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"148 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77341549","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.Design/methodology/approachThe research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.FindingsTransformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.Practical implicationsFor human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.Originality/valueThis study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.
{"title":"How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload","authors":"D. De Clercq, M. Mustafa","doi":"10.1108/pr-02-2022-0090","DOIUrl":"https://doi.org/10.1108/pr-02-2022-0090","url":null,"abstract":"PurposeThis study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.Design/methodology/approachThe research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.FindingsTransformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.Practical implicationsFor human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.Originality/valueThis study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"67 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72642116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThis study examines the yin (promotive) and yang (prohibitive) of employee voice based on employee preference for voice channel attributes. Employee inputs may be disregarded, requiring employees to maneuver for unheeded voice and adopt alternate voice tactics. The authors emphasize the ubiquity of lurking employee silence and its affective effects on subsequent cycles of voice or silence.Design/methodology/approachQualitative design involving semi-structured interviews of employees from service sector firms in India assisted the inquiry.FindingsEmployees prefer voice channel attributes that ensure visibility and data substance for promotive voice and anonymity and confidentiality for prohibitive voice. Voice target switching and message reframing were common employee strategies. Silence on both sharing views/opinions (promotive) and voicing issues/concerns (prohibitive) weakens employee future voice incidents, besides suppressing the affect. Post-silence cognitive reappraisal increases voice incidences.Research limitations/implicationsFindings may have limited generalizability given the qualitative design of the study. Moving beyond extant episodic voice research, the authors demonstrate the recurrent nature of employee voice and silence. The study broadens perspectives on how varied voice types necessitate nuanced voice channel attributes.Originality/valuePresent work brings together organizational behavior (OB) perspective on discretionary voice through human resource (HR)-based channels, helping bridge the gap between previously disparate stands.
{"title":"The yin and yang of employee voice: an exploratory study","authors":"Apoorva Goel, Nabila Khan, Lata Dyaram","doi":"10.1108/pr-06-2022-0453","DOIUrl":"https://doi.org/10.1108/pr-06-2022-0453","url":null,"abstract":"PurposeThis study examines the yin (promotive) and yang (prohibitive) of employee voice based on employee preference for voice channel attributes. Employee inputs may be disregarded, requiring employees to maneuver for unheeded voice and adopt alternate voice tactics. The authors emphasize the ubiquity of lurking employee silence and its affective effects on subsequent cycles of voice or silence.Design/methodology/approachQualitative design involving semi-structured interviews of employees from service sector firms in India assisted the inquiry.FindingsEmployees prefer voice channel attributes that ensure visibility and data substance for promotive voice and anonymity and confidentiality for prohibitive voice. Voice target switching and message reframing were common employee strategies. Silence on both sharing views/opinions (promotive) and voicing issues/concerns (prohibitive) weakens employee future voice incidents, besides suppressing the affect. Post-silence cognitive reappraisal increases voice incidences.Research limitations/implicationsFindings may have limited generalizability given the qualitative design of the study. Moving beyond extant episodic voice research, the authors demonstrate the recurrent nature of employee voice and silence. The study broadens perspectives on how varied voice types necessitate nuanced voice channel attributes.Originality/valuePresent work brings together organizational behavior (OB) perspective on discretionary voice through human resource (HR)-based channels, helping bridge the gap between previously disparate stands.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"39 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84775741","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Agneta Häll, Stefan Tengblad, Margareta Oudhuis, L. Dellve
PurposeThe purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.Design/methodology/approachA qualitative case study that includes two data collections.FindingsImplementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.Research limitations/implicationsFor an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.Practical implicationsThe authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.Social implicationsThe paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.Originality/valueThis article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.
{"title":"How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group","authors":"Agneta Häll, Stefan Tengblad, Margareta Oudhuis, L. Dellve","doi":"10.1108/pr-05-2020-0377","DOIUrl":"https://doi.org/10.1108/pr-05-2020-0377","url":null,"abstract":"PurposeThe purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.Design/methodology/approachA qualitative case study that includes two data collections.FindingsImplementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.Research limitations/implicationsFor an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.Practical implicationsThe authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.Social implicationsThe paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.Originality/valueThis article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"11 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81777153","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editorial: The great resignation: managing people in a post COVID-19 pandemic world","authors":"E. Ng, P. Stanton","doi":"10.1108/pr-03-2023-914","DOIUrl":"https://doi.org/10.1108/pr-03-2023-914","url":null,"abstract":"","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"215 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76540010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeDrawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.Design/methodology/approachSurvey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.FindingsFWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).Research limitations/implicationsFWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.Practical implicationsFamily social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.Originality/valueThis study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.
{"title":"Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics","authors":"Chang Su, Mingjian Zhou, Yixin Yang","doi":"10.1108/pr-11-2021-0800","DOIUrl":"https://doi.org/10.1108/pr-11-2021-0800","url":null,"abstract":"PurposeDrawing on social capital theory, this study investigated the effects of structural, cognitive and relational family social capital on employees' career advancement through the mechanism of family-to-work enrichment (FWE), taking perceived organizational politics (POP) as a moderator.Design/methodology/approachSurvey data were collected from 252 full-time employees working in public institutions and government departments in China, a collectivist cultural context. Hierarchical regression and path analysis were conducted to test the hypotheses.FindingsFWE significantly mediated the positive relationships between the three subtypes of family social capital and career advancement. The effects of structural and cognitive family social capital, but not relational family social capital (RFSC), on FWE were stronger when POP was low (vs high).Research limitations/implicationsFWE is arguably a promising mechanism for explaining the links between family social capital and career outcomes. However, due to the cross-sectional nature of the data, conclusions regarding causality remain limited.Practical implicationsFamily social capital may enrich the careers of employees in collectivist cultures. Managers should mitigate their organization's political climate to promote employees' career advancement.Originality/valueThis study contributes to career research by linking family social capital to career outcomes through the lens of FWE for the first time and by identifying organizational politics as an important moderator that can influence the dynamics of resource enrichment in a collectivist culture.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"22 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85997167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeAs the world emerges from the COVID-19 global pandemic and medical emergency, the author looks at the impacts on the world of work and its management and also tries to set them in some context. This study aims to discuss the aforementioned idea.Design/methodology/approachThe author uses some of the latest global and comparative media and survey research as well as some theories to explore the topic of post-pandemic work and management.FindingsWork – and its management – is impacted on by crisis, such as the pandemic, for twin inter-locking reasons. First, it engenders uncertainty, which comes in different degrees and levels and variability in people's comfortableness with it. Second, the commensurate jolt of a crisis can block existing models and force common experimentation, even in areas previously resisted, such as more flexible working patterns. There are a variety of short and longer term reasons for both changes to work and management and also responses and commitment to them by management and organisations.Originality/valueThe author details the impact of both the COVID-19 pandemic and wider contextual changes on the world of work. The author notes a set of reasons, both practical and theoretical, as to why flexible or hybrid working, while sometimes seen as a problem, can work. The author shows that rather than a simple “either-or” dichotomy in choice and support for post-pandemic work arrangements, there is a range of options.
{"title":"Back to the future: post-pandemic work and management","authors":"C. Rowley","doi":"10.1108/pr-11-2022-0770","DOIUrl":"https://doi.org/10.1108/pr-11-2022-0770","url":null,"abstract":"PurposeAs the world emerges from the COVID-19 global pandemic and medical emergency, the author looks at the impacts on the world of work and its management and also tries to set them in some context. This study aims to discuss the aforementioned idea.Design/methodology/approachThe author uses some of the latest global and comparative media and survey research as well as some theories to explore the topic of post-pandemic work and management.FindingsWork – and its management – is impacted on by crisis, such as the pandemic, for twin inter-locking reasons. First, it engenders uncertainty, which comes in different degrees and levels and variability in people's comfortableness with it. Second, the commensurate jolt of a crisis can block existing models and force common experimentation, even in areas previously resisted, such as more flexible working patterns. There are a variety of short and longer term reasons for both changes to work and management and also responses and commitment to them by management and organisations.Originality/valueThe author details the impact of both the COVID-19 pandemic and wider contextual changes on the world of work. The author notes a set of reasons, both practical and theoretical, as to why flexible or hybrid working, while sometimes seen as a problem, can work. The author shows that rather than a simple “either-or” dichotomy in choice and support for post-pandemic work arrangements, there is a range of options.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"35 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73551058","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeHybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively. Design/methodology/approachLeveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members.FindingsThe authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence.Originality/valueThe authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace.
{"title":"Managing team interdependence to address the Great Resignation","authors":"Matthias Spitzmuller, Chenyang Xiao, Michalina Woznowski","doi":"10.1108/pr-09-2022-0635","DOIUrl":"https://doi.org/10.1108/pr-09-2022-0635","url":null,"abstract":"PurposeHybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively. Design/methodology/approachLeveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members.FindingsThe authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence.Originality/valueThe authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"2016 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89059413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeBased on the Job Demands-Resources theory, this study investigates whether psychological capital (PsyCap) is a precursor of the one-directional work-to-home enrichment (WHE) process through a parallel mediation mechanism enabled by promotion-focused job crafting components.Design/methodology/approachA cross-sectional study was conducted on 231 Romanian employees. Data were analyzed using structural equation modeling (SEM).FindingsPsyCap (what I can do) is an antecedent of all three promotion-focused job crafting behaviors (what I actually do) and WHE. Two specific job crafting dimensions – increasing social job resources and increasing challenging job demands – fully mediate the link between PsyCap and WHE. Increasing structural job resources does not predict WHE.Originality/valueThis study identifies PsyCap as an antecedent of WHE. It also uncovers underlying behavioral mechanisms that enable the transfer of resources from the work role to individuals' home role by investigating job crafting components as distinct dimensions. As such, it gives practitioners a clearer understanding of which behaviors they should seek to cultivate for employees to potentiate their home role through aspects of their job.
{"title":"Psychological capital and work–home enrichment: job crafting as a mediator","authors":"Luca Tisu, D. Vîrgă","doi":"10.1108/pr-05-2020-0358","DOIUrl":"https://doi.org/10.1108/pr-05-2020-0358","url":null,"abstract":"PurposeBased on the Job Demands-Resources theory, this study investigates whether psychological capital (PsyCap) is a precursor of the one-directional work-to-home enrichment (WHE) process through a parallel mediation mechanism enabled by promotion-focused job crafting components.Design/methodology/approachA cross-sectional study was conducted on 231 Romanian employees. Data were analyzed using structural equation modeling (SEM).FindingsPsyCap (what I can do) is an antecedent of all three promotion-focused job crafting behaviors (what I actually do) and WHE. Two specific job crafting dimensions – increasing social job resources and increasing challenging job demands – fully mediate the link between PsyCap and WHE. Increasing structural job resources does not predict WHE.Originality/valueThis study identifies PsyCap as an antecedent of WHE. It also uncovers underlying behavioral mechanisms that enable the transfer of resources from the work role to individuals' home role by investigating job crafting components as distinct dimensions. As such, it gives practitioners a clearer understanding of which behaviors they should seek to cultivate for employees to potentiate their home role through aspects of their job.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"24 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84771324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Paula Martins Nunes, Teresa Proença, M. Carozzo-Todaro
PurposeNo systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.Design/methodology/approachThis systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.FindingsResults reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.Practical implicationsResults provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.Originality/valueAn unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.
{"title":"A systematic review on well-being and ill-being in working contexts: contributions of self-determination theory","authors":"Paula Martins Nunes, Teresa Proença, M. Carozzo-Todaro","doi":"10.1108/pr-11-2021-0812","DOIUrl":"https://doi.org/10.1108/pr-11-2021-0812","url":null,"abstract":"PurposeNo systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.Design/methodology/approachThis systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.FindingsResults reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.Practical implicationsResults provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.Originality/valueAn unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":"12 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85001068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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