Are wellbeing dimensions differentially related to employee proactive behavior? The joint moderating effects of knowledge job demands and empowering leadership

Boudrias, Jean‐Sébastien; Montani, Francesco; Vandenberghe, Christian; Battistelli, Adalgisa

doi:10.1007/s12144-021-02638-y

Cited by 6 publications

(2 citation statements)

References 69 publications

(96 reference statements)

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“…Furthermore, positive emotions, according to the broaden-and-build model ( Fredrickson, 2001 ), can be used as a resource to motivate employees to work hard to achieve goals ( Parker et al, 2010 ). Researchers have indicated that a high-activated positive mood can provide significant motivational power for enabling employees to have a high level of energy, spirit, and enthusiasm ( Boudrias et al, 2022 ), as well as stimulating individual effort ( Gable and Harmon-Jones, 2010 ). Moreover, Mouton and Montijo (2017) indicated that passion and PE share definitional and theoretical overlaps, and previous research has proven that high-intensity emotions (e.g., passion) can lead to PB ( Mindeguia et al, 2021 ).…”

Section: Discussionmentioning

confidence: 99%

Employees’ peak experience at work: Understanding the triggers and impacts

2022

Front. Psychol.

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The importance of providing a positive employee experience (EX) has gotten a lot of attention in recent years. However, peak experience (PE), as a highly positive experience, has been studied and applied in the field of human resource management only to a very limited extent. We still know little about how employees’ peak experience (EPE) happens and what the impact will be. Therefore, based on the affective events theory and the two-factor theory, our research conducted an in-depth exploration of EPE through three studies. In Study 1, we constructed a theoretical model centered on EPE based on and interview data. In Study 2, we developed and validated a scale for measuring triggers of EPE, which is a four-dimensional scale (elevation, insight, pride, and connection) with 16 items. In Study 3, we adopted structural equation modeling (SEM) to examine the relationship between EPE and its triggers as well as its impacts using data from 424 valid questionnaires. Our research shows that elevation, insight, pride, and connection can trigger EPE; employees are more likely to have proactive behavior (PB) and word-of-mouth referrals after they have PE; and the more job-relevant the triggers are, the stronger the association between PE and PB is. Our research provides a reliable and effective measurement tool for scholars to study EPE, broadens the findings of PE and EX, and points out feasible measures for organizations to create EPE.

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Section: Discussionmentioning

confidence: 99%

Employees’ peak experience at work: Understanding the triggers and impacts

2022

Front. Psychol.

View full text Add to dashboard Cite

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“…According to the research results a group of recommendations were suggested to enhance employee upward voice. (Ahearne et al, 2005;Ahluwalia, 2020;Boudrias et al, 2022;Dong et al, 2015;Fachrunnisa et al ., 2019;Fortunisa et al, 2023;Jønsson et al, 2021;Kim et al, 2021;Kundu et al, 2019;Li et al, 2016;Mudallal et al, 2017;Peachey, 2002;Vuong & Hieu, 2023;Wong Humborstad et al, 2014;Zhang & Bartol, 2010). (Akyurek, 2022;Harris, 2004;Febrieanto & Soetjipto, 2022;Ritter et al, 2022;Chaudhry et al, 2021;Benson et al, 2021;Robert & Vandenberghe, 2020;Xu & Zhang, 2020;Arif et al, 2018;Shaikh et al, 2019;Rodwell et al, 2017;Law et al, 2010;Duncan & Herrera, 2014;Davies et al, 2011;Hanse et al, 2016;Herrera & Duncan, 2015;Schyns, 2006;Maslyn & Uhl-Bien, 2001;Liden & Maslyn, 1998).…”

Section: Introductionmentioning

confidence: 99%