Pub Date : 2024-10-31DOI: 10.1016/j.jvb.2024.104061
In existing research and practice, promotion failure is often depicted as a source of negative consequences. However, this study deviates from traditional wisdom and argues that promotion failure has the potential to be a positive motivator. Integrating attribution theory, cognitive theories of repetitive thoughts, and the integrative model of career proactivity, we investigate how different attributions of promotion failure among employees activate distinct cognitive processes, resulting in varying effects on career proactivity. Data collected from 359 IT industry employees over three waves indicated that employees who ascribe promotion failures to internal issues are more likely to reflect on them. The process of reflection encourages career proactivity, as evidenced by increased proactive career behavior and decreased career inaction. However, employees blaming external circumstances for their promotion failures are more likely to ruminate over their failure, resulting in lower career proactivity. This study emphasizes the significance of attributions in employee reactions to promotion failure and provides a cognitive perspective on the complex relationship between promotion failure and career proactivity.
在现有的研究和实践中，晋升失败往往被描述为消极后果的根源。然而，本研究偏离了传统观点，认为晋升失败有可能成为一种积极的激励因素。综合归因理论、重复思维认知理论和职业积极性综合模型，我们研究了员工对晋升失败的不同归因如何激活不同的认知过程，从而对职业积极性产生不同的影响。从 359 名 IT 行业员工处收集的三波数据表明，将晋升失败归因于内部问题的员工更有可能对晋升失败进行反思。反思过程鼓励了职业主动性，这表现在主动的职业行为增加，而不作为的职业行为减少。然而，将晋升失败归咎于外部环境的员工则更有可能对晋升失败进行反思，从而降低职业主动性。本研究强调了归因在员工对晋升失败的反应中的重要性，并从认知角度探讨了晋升失败与职业积极性之间的复杂关系。
{"title":"Are they more proactive or less engaged? Understanding employees' career proactivity after promotion failure through an attribution lens","authors":"","doi":"10.1016/j.jvb.2024.104061","DOIUrl":"10.1016/j.jvb.2024.104061","url":null,"abstract":"<div><div>In existing research and practice, promotion failure is often depicted as a source of negative consequences. However, this study deviates from traditional wisdom and argues that promotion failure has the potential to be a positive motivator. Integrating attribution theory, cognitive theories of repetitive thoughts, and the integrative model of career proactivity, we investigate how different attributions of promotion failure among employees activate distinct cognitive processes, resulting in varying effects on career proactivity. Data collected from 359 IT industry employees over three waves indicated that employees who ascribe promotion failures to internal issues are more likely to reflect on them. The process of reflection encourages career proactivity, as evidenced by increased proactive career behavior and decreased career inaction. However, employees blaming external circumstances for their promotion failures are more likely to ruminate over their failure, resulting in lower career proactivity. This study emphasizes the significance of attributions in employee reactions to promotion failure and provides a cognitive perspective on the complex relationship between promotion failure and career proactivity.</div></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142571990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-21DOI: 10.1016/j.jvb.2024.104060
Drawing on implicit leadership theory, this study examines the key conditions under which leader humility facilitates the career outcomes of employees. First, considering both similar-attraction and opposite-attraction perspectives within implicit leadership theory, we propose two competing hypotheses, and suggest that leader humility interacts with follower narcissism to predict perceived leader competence. Second, in accordance with implicit leadership theory, we propose that humble leaders are perceived to be more competent when the power distance climate is relatively lower. Further, we suggest that perception of their leaders as competent is positively related to followers' career satisfaction and proactive career behavior. To test our model, we implemented a multi-wave, time-lagged survey with 187 subordinate–supervisor dyads from 79 teams. The results demonstrate that followers who are highly narcissistic or who are members of groups with a lower power distance climate are more likely to regard humble leaders as competent, which allows them to experience enhanced career satisfaction and engage in more proactive career behavior. Both the theoretical and practical implications are discussed.
{"title":"Humble leader, successful follower: Linking leader humility with follower career outcomes via leader competence from an implicit leadership theory perspective","authors":"","doi":"10.1016/j.jvb.2024.104060","DOIUrl":"10.1016/j.jvb.2024.104060","url":null,"abstract":"<div><div>Drawing on implicit leadership theory, this study examines the key conditions under which leader humility facilitates the career outcomes of employees. First, considering both similar-attraction and opposite-attraction perspectives within implicit leadership theory, we propose two competing hypotheses, and suggest that leader humility interacts with follower narcissism to predict perceived leader competence. Second, in accordance with implicit leadership theory, we propose that humble leaders are perceived to be more competent when the power distance climate is relatively lower. Further, we suggest that perception of their leaders as competent is positively related to followers' career satisfaction and proactive career behavior. To test our model, we implemented a multi-wave, time-lagged survey with 187 subordinate–supervisor dyads from 79 teams. The results demonstrate that followers who are highly narcissistic or who are members of groups with a lower power distance climate are more likely to regard humble leaders as competent, which allows them to experience enhanced career satisfaction and engage in more proactive career behavior. Both the theoretical and practical implications are discussed.</div></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142571987","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-08DOI: 10.1016/j.jvb.2024.104059
<div><div>Rather than studying workplace flexibility as the availability or usage of flexible work practices, in this study, we theorize workplace flexibility as a subjective psychological experience influenced by employees' perceptions of control over where and when they work (psychological job control) and control over their social boundaries (boundary control). Based on boundary and border theory, using a two-wave study conducted at an Italian bank (<em>N</em> = 1423) and adopting a person-centered approach through latent transition analysis (LTA), we identified four flexibility profiles characterized by different levels of psychological job control and boundary control, with the same structure, dispersion, and sizes over time. The four profiles were: (1) flexible non-dividers (3.46 %), marked by high psychological job control and low boundary control; (2) flexible dividers (34.83 %), characterized by high levels of both psychological job control and boundary control; (3) non-flexible dividers (50.74 %), featuring low psychological job control but high boundary control; and (4) non-flexible non-dividers (10.97 %), with low levels of both types of control. Three of these profiles exhibited high within-person stability across time, while the flexible non-dividers profile was highly unstable, with many members transitioning to profiles with higher boundary control at Time 2. Organizational investments in training and communication programs may have contributed to these transitions from low to high boundary control profiles. Gender and age emerged as significant predictors of profile membership, with gender effects shifting over time: at Time 1, men were more likely to be in non-flexible dividers profile, while at Time 2, they were more likely to be in the flexible non-dividers profile. Age effects also changed: older workers were more likely to be in the flexible non-dividers profile at Time 1 but shifted toward the flexible dividers profile by Time 2. Parental status was not significant, whereas carer status was significant only at Time 1, where being a carer increased the likelihood of employees belonging to the flexible dividers profile compared to the non-flexible dividers. Our findings further revealed that the psychological experience of work flexibility positively impacts wellbeing when employees experience control over both work and social boundaries. Flexible dividers consistently exhibited the highest levels of work engagement, job satisfaction, and work-life balance across both Time 1 and Time 2. In contrast, flexible non-dividers showed a significant decline in these outcomes over time. Profiles with low boundary control, especially flexible non-dividers and non-flexible non-dividers, reported the lowest levels of wellbeing. Despite some improvements in non-flexible non-dividers profile from Time 1 to Time 2, it remained to have the lowest scores on all outcomes, emphasizing the critical role of boundary control in maintaining employe
{"title":"The psychological experience of flexibility in the workplace: How psychological job control and boundary control profiles relate to the wellbeing of flexible workers","authors":"","doi":"10.1016/j.jvb.2024.104059","DOIUrl":"10.1016/j.jvb.2024.104059","url":null,"abstract":"<div><div>Rather than studying workplace flexibility as the availability or usage of flexible work practices, in this study, we theorize workplace flexibility as a subjective psychological experience influenced by employees' perceptions of control over where and when they work (psychological job control) and control over their social boundaries (boundary control). Based on boundary and border theory, using a two-wave study conducted at an Italian bank (<em>N</em> = 1423) and adopting a person-centered approach through latent transition analysis (LTA), we identified four flexibility profiles characterized by different levels of psychological job control and boundary control, with the same structure, dispersion, and sizes over time. The four profiles were: (1) flexible non-dividers (3.46 %), marked by high psychological job control and low boundary control; (2) flexible dividers (34.83 %), characterized by high levels of both psychological job control and boundary control; (3) non-flexible dividers (50.74 %), featuring low psychological job control but high boundary control; and (4) non-flexible non-dividers (10.97 %), with low levels of both types of control. Three of these profiles exhibited high within-person stability across time, while the flexible non-dividers profile was highly unstable, with many members transitioning to profiles with higher boundary control at Time 2. Organizational investments in training and communication programs may have contributed to these transitions from low to high boundary control profiles. Gender and age emerged as significant predictors of profile membership, with gender effects shifting over time: at Time 1, men were more likely to be in non-flexible dividers profile, while at Time 2, they were more likely to be in the flexible non-dividers profile. Age effects also changed: older workers were more likely to be in the flexible non-dividers profile at Time 1 but shifted toward the flexible dividers profile by Time 2. Parental status was not significant, whereas carer status was significant only at Time 1, where being a carer increased the likelihood of employees belonging to the flexible dividers profile compared to the non-flexible dividers. Our findings further revealed that the psychological experience of work flexibility positively impacts wellbeing when employees experience control over both work and social boundaries. Flexible dividers consistently exhibited the highest levels of work engagement, job satisfaction, and work-life balance across both Time 1 and Time 2. In contrast, flexible non-dividers showed a significant decline in these outcomes over time. Profiles with low boundary control, especially flexible non-dividers and non-flexible non-dividers, reported the lowest levels of wellbeing. Despite some improvements in non-flexible non-dividers profile from Time 1 to Time 2, it remained to have the lowest scores on all outcomes, emphasizing the critical role of boundary control in maintaining employe","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142423819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-24DOI: 10.1016/j.jvb.2024.104058
This study seeks to achieve a dynamic person-centered understanding of the nature of the psychological capital trajectories observed among upcoming police officers undergoing vocational training. Moreover, it seeks to document the predictive role of leader-member exchange and perceived organizational support in relation to these psychological capital trajectories, as well as the implications of these trajectories for a variety of outcomes related to trainees' attitudes (i.e., organizational cynicism, identification with the organization, engagement in the training program, and satisfaction toward the training program), psychological health (i.e., perceived stress), and behaviors (i.e., performance in the training program). A sample of 1200 participants undergoing a 33-week full-time vocational training program to become police officers were surveyed four times over a period of five months and a half. Results revealed that psychological capital trajectories corresponded to five primary profiles: Learning to Hate, High Fit, Moderate Fit, Honeymoon-Hangover, and Low Fit. Perceived leader-member exchange and organizational support were associated with these trajectories in a way that mainly supported our expectations. Trajectories characterized by lower levels of psychological capital were associated with higher levels of cynicism and stress, and with lower levels of engagement, identification, performance, and satisfaction. Conversely, trajectories characterized by higher levels of psychological capital were associated with the most positive outcomes.
{"title":"Nature, predictors, and outcomes of the psychological capital trajectories observed among upcoming police officers' undergoing vocational training","authors":"","doi":"10.1016/j.jvb.2024.104058","DOIUrl":"10.1016/j.jvb.2024.104058","url":null,"abstract":"<div><div>This study seeks to achieve a dynamic person-centered understanding of the nature of the psychological capital trajectories observed among upcoming police officers undergoing vocational training. Moreover, it seeks to document the predictive role of leader-member exchange and perceived organizational support in relation to these psychological capital trajectories, as well as the implications of these trajectories for a variety of outcomes related to trainees' attitudes (i.e., organizational cynicism, identification with the organization, engagement in the training program, and satisfaction toward the training program), psychological health (i.e., perceived stress), and behaviors (i.e., performance in the training program). A sample of 1200 participants undergoing a 33-week full-time vocational training program to become police officers were surveyed four times over a period of five months and a half. Results revealed that psychological capital trajectories corresponded to five primary profiles: Learning to Hate, High Fit, Moderate Fit, Honeymoon-Hangover, and Low Fit. Perceived leader-member exchange and organizational support were associated with these trajectories in a way that mainly supported our expectations. Trajectories characterized by lower levels of psychological capital were associated with higher levels of cynicism and stress, and with lower levels of engagement, identification, performance, and satisfaction. Conversely, trajectories characterized by higher levels of psychological capital were associated with the most positive outcomes.</div></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142359066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-22DOI: 10.1016/j.jvb.2024.104057
One of the most fundamental experiences of deriving positive meaning from work stems from perceptions of task significance. Although interactions with managers and beneficiaries can provide inspirational cues that make the significance of employees' work tasks salient (Grant, 2012, 2008), relying solely on an understanding of these discrete experiences may limit an employee's ability to consistently perceive the significance of work tasks from day to day. To expand understanding of the influences that shape perceptions of daily task significance, we draw on personality systems interaction theory (Kuhl, 2000) to examine the influence of affective shifts. Using a daily diary design over 10 workdays, results from 292 daily observations nested within 38 employees showed that upshifts in positive affect and downshifts in negative affect were positively related to daily task significance. In turn, daily task significance was positively related to helping behaviors and negatively related to work withdrawal. Daily task significance also exhibited an indirect effect on the subsequent workday's start-of-day mood. Employees who perceived high significance today were more likely to start tomorrow off with lower negative mood due to higher helping behaviors the day before and with lower positive mood due to lower work withdrawal the day before. The results yield new insights into the experience of daily task significance and offer significant implications for theory and practice on affect, task significance, and work performance.
{"title":"Stacking bricks or building a cathedral? How affective shifts shape perceptions of daily task significance","authors":"","doi":"10.1016/j.jvb.2024.104057","DOIUrl":"10.1016/j.jvb.2024.104057","url":null,"abstract":"<div><div>One of the most fundamental experiences of deriving positive meaning from work stems from perceptions of task significance. Although interactions with managers and beneficiaries can provide inspirational cues that make the significance of employees' work tasks salient (Grant, 2012, 2008), relying solely on an understanding of these discrete experiences may limit an employee's ability to consistently perceive the significance of work tasks from day to day. To expand understanding of the influences that shape perceptions of daily task significance, we draw on personality systems interaction theory (Kuhl, 2000) to examine the influence of affective shifts. Using a daily diary design over 10 workdays, results from 292 daily observations nested within 38 employees showed that upshifts in positive affect and downshifts in negative affect were positively related to daily task significance. In turn, daily task significance was positively related to helping behaviors and negatively related to work withdrawal. Daily task significance also exhibited an indirect effect on the subsequent workday's start-of-day mood. Employees who perceived high significance today were more likely to start tomorrow off with lower negative mood due to higher helping behaviors the day before and with lower positive mood due to lower work withdrawal the day before. The results yield new insights into the experience of daily task significance and offer significant implications for theory and practice on affect, task significance, and work performance.</div></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142329855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1016/j.jvb.2024.104056
Performance pressure is not uncommon in the field of human resource management, and it stands as a constant companion to those aspiring to advance their careers. Drawing on the appraisal theories of emotion and literature on fear and career prospects, this research explores how and when performance pressure fosters work-goal progress. Across two time-lagged, multi-industry field studies with full-time employees, we demonstrate that performance pressure intensifies mental preoccupation with work by triggering fear of performance failure, which in turn promotes work-goal progress. Furthermore, these positive serial mediation effects (performance pressure → fear of performance failure → mental preoccupation with work → work-goal progress) are moderated by employees' career prospects within organizations, being more pronounced among those with higher career prospects. Theoretically, this work deepens the understanding of the positive impacts of performance pressure and broadens its influencing mechanisms and contextual moderators. Practically, the findings can inform organizations in leveraging performance pressure to serve the best interests of both individuals and the organization. Limitations and future directions are also discussed.
{"title":"One who wishes to wear the crown, must bear its weight: How performance pressure benefits career-prospective employees in organizations","authors":"","doi":"10.1016/j.jvb.2024.104056","DOIUrl":"10.1016/j.jvb.2024.104056","url":null,"abstract":"<div><div>Performance pressure is not uncommon in the field of human resource management, and it stands as a constant companion to those aspiring to advance their careers. Drawing on the appraisal theories of emotion and literature on fear and career prospects, this research explores how and when performance pressure fosters work-goal progress. Across two time-lagged, multi-industry field studies with full-time employees, we demonstrate that performance pressure intensifies mental preoccupation with work by triggering fear of performance failure, which in turn promotes work-goal progress. Furthermore, these positive serial mediation effects (performance pressure → fear of performance failure → mental preoccupation with work → work-goal progress) are moderated by employees' career prospects within organizations, being more pronounced among those with higher career prospects. Theoretically, this work deepens the understanding of the positive impacts of performance pressure and broadens its influencing mechanisms and contextual moderators. Practically, the findings can inform organizations in leveraging performance pressure to serve the best interests of both individuals and the organization. Limitations and future directions are also discussed.</div></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142310732","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-12DOI: 10.1016/j.jvb.2024.104053
This study proposes a theoretical model of challenge/hindrance stressors of hybrid work on emotional and behavioral reactions based on the conservation of resources theory. We investigate a mediation model by incorporating emotional exhaustion as a mediator to connect the relationship between two stressors and psychological withdrawal behavior. In addition, we identify proactive personality as a key personal resource to moderator the above mediating effects. The two-wave panel data was collected through online questionnaire surveys with a one-month interval. This study targeted at employees worked in the United States and 213 valid questionnaires were collected. Our results show that: (1) challenge/hindrance stressors of hybrid work are positively related to emotional exhaustion; (2) emotional exhaustion mediates the relationship between challenge/hindrance stressors of hybrid work and psychological withdrawal behavior; (3) proactive personality weakens the positive relationship between challenge stressors of hybrid work and emotional exhaustion. However, the moderating effect of proactive personality on the indirect effect of hindrance stressors of hybrid work on psychological withdrawal behavior via emotional exhaustion was not found. The implications of this study for theory and practice are discussed.
{"title":"Hybrid work stressors and psychological withdrawal behavior: A moderated mediation model of emotional exhaustion and proactive personality","authors":"","doi":"10.1016/j.jvb.2024.104053","DOIUrl":"10.1016/j.jvb.2024.104053","url":null,"abstract":"<div><p>This study proposes a theoretical model of challenge/hindrance stressors of hybrid work on emotional and behavioral reactions based on the conservation of resources theory. We investigate a mediation model by incorporating emotional exhaustion as a mediator to connect the relationship between two stressors and psychological withdrawal behavior. In addition, we identify proactive personality as a key personal resource to moderator the above mediating effects. The two-wave panel data was collected through online questionnaire surveys with a one-month interval. This study targeted at employees worked in the United States and 213 valid questionnaires were collected. Our results show that: (1) challenge/hindrance stressors of hybrid work are positively related to emotional exhaustion; (2) emotional exhaustion mediates the relationship between challenge/hindrance stressors of hybrid work and psychological withdrawal behavior; (3) proactive personality weakens the positive relationship between challenge stressors of hybrid work and emotional exhaustion. However, the moderating effect of proactive personality on the indirect effect of hindrance stressors of hybrid work on psychological withdrawal behavior via emotional exhaustion was not found. The implications of this study for theory and practice are discussed.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142172996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-11DOI: 10.1016/j.jvb.2024.104052
In the face of extreme and enduring stressors, a self-protection coping mode can be entered to conserve resources (Conservation of Resources (COR) theory principle 4). Self-protection coping is underexplored in COR theory yet may offer insights about how people deal with the significant challenges posed by work today. We investigate this using a large-group collaborative auto-ethnography (CAE) with 15 academic workers during a period when resources were severely stretched or exhausted (the first four months of the Covid-19 lockdown). We identify three defensive coping strategies, applied in self-protection mode, that are akin to Karen Horney's neurotic trends of ‘moving away from’, ‘moving against’ and ‘moving towards’ others. We also identify that, even when in self-protection mode, workers engage in resource (re)investment activities, in an attempt to (re)gain control of, and (re)build resources. These multiple self-protection coping strategies are applied in a seemingly haphazard and interchangeable way but appear to serve an adaptive function for trying out how best to conserve resources, defend the self, and extend resources towards recovery. Our findings emphasize the need for organizations and society to provide support and resources at times of adversity, to help people rebuild their work, their lives and their well-being.
{"title":"Moving away from, moving towards and moving against others: An adaptive multi-strategy approach to defend and build resources in self-protection mode","authors":"","doi":"10.1016/j.jvb.2024.104052","DOIUrl":"10.1016/j.jvb.2024.104052","url":null,"abstract":"<div><p>In the face of extreme and enduring stressors, a self-protection coping mode can be entered to conserve resources (Conservation of Resources (COR) theory principle 4). Self-protection coping is underexplored in COR theory yet may offer insights about how people deal with the significant challenges posed by work today. We investigate this using a large-group collaborative auto-ethnography (CAE) with 15 academic workers during a period when resources were severely stretched or exhausted (the first four months of the Covid-19 lockdown). We identify three defensive coping strategies, applied in self-protection mode, that are akin to Karen Horney's neurotic trends of ‘moving away from’, ‘moving against’ and ‘moving towards’ others. We also identify that, even when in self-protection mode, workers engage in resource (re)investment activities, in an attempt to (re)gain control of, and (re)build resources. These multiple self-protection coping strategies are applied in a seemingly haphazard and interchangeable way but appear to serve an adaptive function for trying out how best to conserve resources, defend the self, and extend resources towards recovery. Our findings emphasize the need for organizations and society to provide support and resources at times of adversity, to help people rebuild their work, their lives and their well-being.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0001879124000939/pdfft?md5=76cc4cdea29f6a66fe7842371ed2307d&pid=1-s2.0-S0001879124000939-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142239118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1016/j.jvb.2024.104054
The rapid rise of artificial intelligence (AI) is transforming the world of work, leaving individuals wondering what AI means for the future of their career. The current research investigates the moderating role of future work self salience (FWSS) on the effect of interacting with AI on perceived control over one's future work self and proactive career behavior. In a first longitudinal experiment with full-time employees in the UK (N = 174), participants interacting with AI to solve a task (compared to a control group) experienced increased perceived control over their future work self when FWSS was high, in contrast to those with low FWSS. We replicated this pattern in a second longitudinal study with German business students (N = 208). Building on these findings, a third longitudinal experiment with German full-time employees (N = 155) extended the model by demonstrating a moderated mediation: for individuals with high FWSS, AI interaction increased perceived control over the future work self and thus promoted proactive career behavior. In contrast, perceived control and proactive career behavior decreased for those with low FWSS. This research demonstrates the potential impact of AI interactions on work-related outcomes, offering critical insights for both theory and practice.
{"title":"How future work self salience shapes the effects of interacting with artificial intelligence","authors":"","doi":"10.1016/j.jvb.2024.104054","DOIUrl":"10.1016/j.jvb.2024.104054","url":null,"abstract":"<div><p>The rapid rise of artificial intelligence (AI) is transforming the world of work, leaving individuals wondering what AI means for the future of their career. The current research investigates the moderating role of future work self salience (FWSS) on the effect of interacting with AI on perceived control over one's future work self and proactive career behavior. In a first longitudinal experiment with full-time employees in the UK (<em>N</em> = 174), participants interacting with AI to solve a task (compared to a control group) experienced increased perceived control over their future work self when FWSS was high, in contrast to those with low FWSS. We replicated this pattern in a second longitudinal study with German business students (<em>N</em> = 208). Building on these findings, a third longitudinal experiment with German full-time employees (<em>N</em> = 155) extended the model by demonstrating a moderated mediation: for individuals with high FWSS, AI interaction increased perceived control over the future work self and thus promoted proactive career behavior. In contrast, perceived control and proactive career behavior decreased for those with low FWSS. This research demonstrates the potential impact of AI interactions on work-related outcomes, offering critical insights for both theory and practice.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0001879124000952/pdfft?md5=a723b168e9a5592b690b559dc23cf3a4&pid=1-s2.0-S0001879124000952-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142239120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1016/j.jvb.2024.104045
Post-maternity leave reentry, the period when mothers return to work following a maternity leave, is a profound transition in a woman's life that often sets the foundation for her work and career progression. While scholars have looked at the intraindividual aspects of this transition, the experience of reentry extends beyond the returning mother. This transition occurs in a dynamic relational and organizational system that impacts a returning mother's adjustment to work. In this study, we bring relational dynamics to the forefront of this transition as we examine how and why returning mothers' work-based relationships shift during reentry and the implications this has for returning mothers' readjustment. Drawing on qualitative data from academic mothers' retrospective accounts of their reentry transitions, our findings reveal that returning mothers experience relational movement, defined as perceived shifts in one's relational experiences. Our findings provide evidence of how relational movement plays a role in facilitating returning mothers' well-being as they readjust to work. Our theorizing of how and why relational movement occurs during reentry transitions brings to focus the complex, changing nature of women's relationships with colleagues during this time, as well as implications for women's broader workplace and career experiences.
{"title":"Others matter when mothers return: An investigation of relational movement and its role in post-maternity leave reentry transitions","authors":"","doi":"10.1016/j.jvb.2024.104045","DOIUrl":"10.1016/j.jvb.2024.104045","url":null,"abstract":"<div><p>Post-maternity leave reentry, the period when mothers return to work following a maternity leave, is a profound transition in a woman's life that often sets the foundation for her work and career progression. While scholars have looked at the intraindividual aspects of this transition, the experience of reentry extends beyond the returning mother. This transition occurs in a dynamic relational and organizational system that impacts a returning mother's adjustment to work. In this study, we bring relational dynamics to the forefront of this transition as we examine how and why returning mothers' work-based relationships shift during reentry and the implications this has for returning mothers' readjustment. Drawing on qualitative data from academic mothers' retrospective accounts of their reentry transitions, our findings reveal that returning mothers experience relational movement, defined as perceived shifts in one's relational experiences. Our findings provide evidence of how relational movement plays a role in facilitating returning mothers' well-being as they readjust to work. Our theorizing of how and why relational movement occurs during reentry transitions brings to focus the complex, changing nature of women's relationships with colleagues during this time, as well as implications for women's broader workplace and career experiences.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":null,"pages":null},"PeriodicalIF":5.2,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142239119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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