Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

Quinn, Ryan W.; Spreitzer, Gretchen M.; Lam, Chak Fu

doi:10.1080/19416520.2012.676762

Cited by 341 publications

(265 citation statements)

References 188 publications

(248 reference statements)

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“…We found thriving buffered de-energizing relationships as it was associated with a reduction in failure to meet expectations, an increase in the probability of meeting expectations, and an increase in exceeding expectations (even for those with high numbers of de-energizing ties). As such, these findings hold important implications for the developing literature on human energy in organizations (Owens, Cameron, & Baker, 2011;Quinn et al, 2012).…”

Section: Discussionmentioning

confidence: 77%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

116

105

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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 two 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 deenergizing 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.

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Section: Discussionmentioning

confidence: 77%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

116

105

View full text Add to dashboard Cite

show abstract

“…Research on the role of human energy has recently become more prominent in the studies of individuals within organizations (Cross, Baker & Parker 2003;Gerbasi, Porath, Parker, Spreitzer & Cross, 2015;Quinn, 2007;Quinn & Dutton, 2005;Quinn et al, 2012;Ryan & Deci 2008). Human energy can be divided into two components.…”

Section: Energetic Activationmentioning

confidence: 99%

“…We take an energetic activation perspective (Quinn, 2007;Quinn, Spreitzer, & Lam, 2012) and suggest that individuals can feel a sense of vitality and enthusiasm based upon their energizing interactions with others inside the organization. We theorize that this increased level of energy creates a sense of wellbeing and a positive attitude toward coworkers and the organization and ultimately decreases the risk of an individual voluntarily leaving the organization.…”

Section: Introductionmentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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AcknowledgementsWe are very grateful for the insightful comments of Nathalie Delobbe and the three reviewers. We also thank Gary Ballinger, Rob Cross and Greg Molecke and the participants of the 31st Sunbelt International Network for Social Network Analysis conference. 2 AbstractIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor's risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor's involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.

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“…However, some motivation scholars define energy as a type of resource that people can invest along (Quinn et al, 2012). Energy can be both a short-term and a long-term process.…”

Section: Introductionmentioning

confidence: 99%

“…According to Quinn, Spreitzer, & Lam (2012), energy is "the capacity to do work". However, some motivation scholars define energy as a type of resource that people can invest along (Quinn et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

Bedawy¹,

Ramzy²,

Maher³

et al. 2017

IBR

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The objective of this study is to investigate in depth the factors that can reduce the effect of e mployee burnout in Egypt. From the literature review, the variables of perception of employee development programs (IV1), time spent on employee development programs (IV2), self-actualization (IV3), and workplace democratization (IV4) were identified. To study these variables on employee burnout, SEKEM, a company in Egypt known for its innovative application of human development initiatives, was selected as a case study from Egypt. A single cross-sectional analysis of the employees of the company was used and data was collected with a questionnaire using a 7-level scale.The results were then analyzed with a principal component analysis, Cronbach's alpha, and Spearman's rank correlation.The results confirmed the validity and inter-reliability of the model as well as showed the significant negative relationship between both IV1 & IV3 and between employee burnout. IV2 and IV4 were not found to be significantly related to employee burnout.The significance of the research is that few studies in Egypt are made on the issue of employee burnout, and the study of SEKEM provides a rare insight into the application of such concepts.

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Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

Cited by 341 publications

References 188 publications

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Destructive de-energizing relationships: How thriving buffers their effect on performance.

The impact of energizing interactions on voluntary and involuntary turnover

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

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