Divergent effects of detachment from work: a day-level study on employee creativity

Niks, I.; Jonge, Jan de; Gevers, Jmp Josette; Houtman, I.L.D.

doi:10.1080/1359432x.2016.1241767

Cited by 21 publications

(26 citation statements)

References 70 publications

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“…Each measure contained six items, and we used a 5‐point Likert scale ranging from 1 ( strongly disagree ) to 5 ( strongly agree ). Increasing challenges measured in the afternoon was used as the mediator in the hypothesis testing, whereas increasing challenges measured in the morning was used as a control variable to capture the longitudinal change effects (Niks et al, 2017). Participants were asked to indicate how much they agreed that each statement from the scale accurately described their behaviors at work during the morning or the afternoon.…”

Section: Methodsmentioning

confidence: 99%

“…The average internal consistency reliabilities for positive affect and negative affect were 0.95 and 0.92, respectively. In addition, following previous research (Niks et al, 2017), we also controlled for respective morning outcomes in all our hypothesis testing to capture the longitudinal change effects in the dependent variables.…”

Section: Methodsmentioning

confidence: 99%

“…First, between‐person studies can only explain between‐person variations in creativity, leaving within‐person variations in creativity unexplained. Several recent studies, however, have reported considerable within‐person variations in employee creativity (Amabile, Barsade, Mueller, & Staw, 2005; Niks, De Jonge, Gevers, & Houtman, 2017; Ohly & Fritz, 2010; Petrou, Bakker, & Bezemer, 2019). Second and more important, between‐person research findings cannot be automatically generalized to within‐person levels (McCormick, Reeves, Downes, Li, & Ilies, 2020) because such generalizations across levels are prone to ecological fallacy (Curran & Bauer, 2011).…”

Section: Crafting Job Demands and Employee Creativity: A Diary Studymentioning

confidence: 99%

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Crafting job demands and employee creativity: A diary study

Sun

Wang²,

Zhu

et al. 2020

Human Resource Management

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People are more creative on some days than others. Studying how individuals generate creative ideas from day to day could contribute to knowledge regarding the causes of such within-person variations and have practical implications for improving employee creativity across time. By adopting a dynamic resource allocation perspective and a repeated-measure diary design, we developed and examined a theoretical model focusing on the within-person processes of employee creativity. Specifically, we hypothesized that momentary role-breadth self-efficacy predicts daily changes in increasing job challenges, which, in turn, predicts daily changes in employee creativity, and that the latter relationship is accentuated by decreasing hindering demands. Results, based on 818 pairs of matched morning-afternoon observations from 91 employees over 10 workdays, provided support for our predictions. We discuss the theoretical and practical implications of these results for improving employee daily creativity.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Crafting Job Demands and Employee Creativity: A Diary Studymentioning

confidence: 99%

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Crafting job demands and employee creativity: A diary study

Sun

Wang²,

Zhu

et al. 2020

Human Resource Management

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“…Demographics used in this study are gender (0 = male; 1 = female), age (years) and educational level (1 = low to 7 = high). They were used as control variables as they appeared to be potentially important in former research [6,8,11,42,43] as well as significantly associated with our outcome measures. For instance, both a systematic literature review and a meta-analysis on university students’ stress showed gender differences [8,11], while stress research among university employees revealed gender, age and educational differences (e.g., [6,7,9,10]).…”

Section: Methodsmentioning

confidence: 99%

Feeling Vital or Fatigued? Relations with Demands and Resources in a University Context

Jonge

Peeters

Taris

2019

IJERPH

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This study examines whether specific (matching) combinations of demands and resources exist in the prediction of both positive and negative outcomes (i.e., vitality and fatigue) in a university context. In addition, we test the Demand-Induced Strain Compensation (DISC) Model’s key principles in this context to study its relevance, validity, and generalizability. A cross-sectional survey study was conducted among 397 employees and 497 students at a Dutch university. Hierarchical multiple regression analyses among both employees and students showed matching combinations of demands and resources in the prediction of vitality and fatigue. Specifically, an increase in cognitive demands was particularly associated with more student cognitive vitality when cognitive resources were high. Furthermore, results showed that an increase in cognitive demands was related to less cognitive fatigue in both employees and students when cognitive resources were high. Findings partly confirm our hypotheses in showing the important role of matching resources in the relation between demands and vitality and fatigue in university staff and students. Our study reveals that a sustainable work environment is about maintaining a healthy balance between sufficient, matching resources and demands at work or study.

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“…Secondly after selecting the required employees organizations should conduct training sessions on job stress and emotional intelligence and creativity Which will help employees: how to cope with job stress by using emotional intelligence to increase creativity and promote innovative ideas. Research also supported that emotional intelligence can be enhanced by training to cope with job stress (Niks, Irene, Jan, Geverrs, Houtman, 2017) [32].…”

Section: Practical Implicationsmentioning

confidence: 99%