ENHANCING INDIVIDUAL’S WORK OUTCOMES THROUGH CHALLENGING JOB EXPERIENCES

Chris WL Chu; Reuben Mondejar

doi:10.5465/ambpp.2011.65869648

Passion for work: What is it, who has it, and does it matter?

10.31219/osf.io/xhbu7 ◽

2019 ◽

Author(s):

Julia Moeller ◽

Zorana Ivcevic ◽

Arielle E. White ◽

Christa Taylor ◽

Jochen I. Menges ◽

...

Keyword(s):

Positive Emotions ◽

Turnover Intentions ◽

Work Outcomes ◽

Job Outcomes ◽

Single Item ◽

Mixed Feelings ◽

Job Experiences ◽

Relevant Work ◽

Variance Explained ◽

Passion For Work

That passion for work matters is a widespread assumption. But how many people are passionate about their work? How does passion for work feel? Does passion matter for relevant work outcomes? Who is likely to experience more passion for work, who less? We examined these questions with a sample of 14,645 employees from across the U.S. in a mixed-method approach. Passion for work was assessed through open-ended questions, a single item rating the frequency of feeling ‘passionate’ at work, and a multi-faceted passion scale. Self-reports about job experiences were obtained and jobs were classified using O*NET job descriptions.While employees almost never reported passion spontaneously in their open-ended responses, the majority endorsed passion on the rated measures. Highly passionate employees experienced more positive than negative emotions and job experiences, but one out of three highly passionate employees reported mixed feelings (co-occurring negative and positive emotions) in rated measures. Passion incrementally predicted job outcomes (e.g., creativity, turnover intentions, burnout), beyond the variance explained by related constructs (positive emotions, job satisfaction, engagement).Employees’ work passion was predicted by their socioeconomic status, rank in the organization, industry sector, and O*NET information about creativity required in their job.

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On the Elusive Moderators of Affective Organizational Commitment

The Spanish Journal of Psychology ◽

10.1017/sjp.2021.41 ◽

2021 ◽

Vol 24 ◽

Author(s):

Christian Vandenberghe

Keyword(s):

Organizational Commitment ◽

Work Performance ◽

Affective Commitment ◽

Work Outcomes ◽

Affective Organizational Commitment ◽

Cultural Variables ◽

Personal Variables ◽

Career Opportunities ◽

Job Experiences ◽

The Relationship

Abstract Departing from a universal perspective on affective organizational commitment, the present article examines the situational and personal variables that act as potential moderators of the relationship between affective commitment and its antecedents and outcomes. Based on emerging evidence and theory, it is argued that the relationship between extrinsic and intrinsic rewards and other job experiences and affective commitment is stronger when employees exert an influence over rewards and job experiences. This can be achieved when the organization offers opportunities for such influence or when employees’ traits help them earn expected rewards. Similarly, theory and empirical evidence suggest that the relationship between affective commitment and work outcomes is subject to moderating influences. For example, affective commitment may foster employee retention when more career opportunities are available, making one’s belongingness to the organization more attractive. Such career opportunities may result from the organization’s action or from individuals’ own proactivity to obtain them. Likewise, the relationship between affective commitment and work performance is likely stronger when supervisors’ leadership helps employees engage in those behaviors that are rewarded by the organization. Finally, we discuss avenues for future inquiry by identifying group-level and cultural variables as promising moderators that warrant attention.

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