Living a Calling During COVID-19: A Resource Gain Perspective

Terry, J. Drake; Cigularov, Konstantin P.

doi:10.1177/08948453211050654

Cited by 6 publications

(4 citation statements)

References 54 publications

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“…It is shown that the employees with a strong career calling will show dedication and solidarity as well as motivation, exhibit increased courage and perseverance to overcome difficulties and have a stronger adaptability (Creed et al, 2020). They are capable of persisting in challenging work environments, often at the expense of their energy, time and interests (Terry and Cigularov, 2021). Consequently, these employees proactively pursue their goals, embrace greater risks and attain their ultimate objectives through ongoing trial-and-error learning, accumulating experience and reflective analysis of past behaviors.…”

Section: Organizational Crisis Career Calling and Taking Chargementioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

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PurposeBased on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.Design/methodology/approachThis study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.FindingsThe paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.Research limitations/implicationsThis study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.Practical implicationsThe following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.Social implicationsThe results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.Originality/valueThis study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

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Section: Organizational Crisis Career Calling and Taking Chargementioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

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“…The sense of being called, the meaning attached to work, and a strong passion for their job motivate people to exert their effort for the benefits of others and overlook possible external obstacles in pursuing their callings (Dobrow & Heller, 2015). Within the framework of the Conservation of Resources theory (COR; Hobfoll, 1989) and adopting a resource gain perspective, perceiving a calling can be seen as a resource itself that enables other resources (Terry & Cigularov, 2021). Empirical evidence suggests that calling is related to many positive outcomes, e.g., to higher satisfaction, commitment, and performance (Duffy et al, 2018;Vianello et al, 2022).…”

Section: Work As a Calling In Healthcare Workersmentioning

confidence: 99%

“…At this aim, this study focuses on the construct of career calling, a positive orientation toward work that is linked with higher satisfaction, performance, engagement, and commitment. Career calling is considered a useful personal resource that fosters resilience and improves positive reactions (Creed et al, 2014;Terry & Cigularov, 2021). Research is emerging that focuses on changes and effects of calling during the pandemic (Andel et al, 2021;Uzunbacak et al, 2022;Zhou et al, 2020;Wei et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Who Saves the Saviours During a Pandemic? Career Calling Protects Healthcare Workers from Burnout and Resigning

Rosa¹,

Vianello²,

Mauno³

2022

Preprint

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This study investigates whether career calling protects from the detrimental effects of fear of COVID-19 and job demand on burnout and turnover intentions during the COVID-19 pandemic. Data were collected in a sample of 275 Italian healthcare workers in charge of COVID-19 patients. Direct, indirect, and conditional effects were tested using a path model. The results showed a significant sequential mediation effect: Demand partially mediates the relation between fear of COVID-19 and burnout; burnout completely mediates the impact of fear of COVID-19 on turnover intention. Career calling moderates the impact of fear of COVID-19 on demand and of burnout on turnover intentions. When calling is high, the effects of fear of COVID-19 on perceived job demand, and the effect of burnout on turnover intentions are null. This study supports the notion that career calling is a personal resource that protects people from the negative consequences of highly stressful work environments.

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“…For example, some businesses were able to furlough employees, supported by the Government, while others had to lay off people or fully shutdown. While the COVID-19 pandemic is not completely over, the prognosis for the global economy is pessimistic, expecting a recession that will have implications for many individuals' careers, both in terms of financial security and health [1][2][3].…”

Section: Introductionmentioning

confidence: 99%

In the Eye of the Hurricane: Careers under Lockdown

Mouratidou

Grabarski

2022

Sustainability

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The COVID-19 pandemic has created career disruptions and shocks for many individuals, due to layoffs, reduced work hours and increased work–life conflict. Our study aimed to explore individual-level perceptions of people regarding their careers during the first lockdown in the UK, and to test potential implications of the situation for individuals’ career sustainability. For a deeper understanding of these perceptions, we used a sequential mixed-methods research design. First, we conducted a qualitative study, using semi-structured interviews to explore how people perceive their careers during early stages of the pandemic. We identified two themes that characterize the common experiences during this time period, namely employer support and careful optimism, that play an important role in the way careers unfold. Then, in the quantitative study, we conducted an online survey to empirically test a research model that links the concept of employer support with employability, career satisfaction and mental well-being. We also investigate the mediating role of career empowerment, which is a motivational cognitive construct that captures individual cognitions of agentic control over one’s career. Our research provides a rich snapshot that depicts people’s perceptions of careers during a shock event, which has both theoretical and practical implications.

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Living a Calling During COVID-19: A Resource Gain Perspective

Cited by 6 publications

References 54 publications

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Who Saves the Saviours During a Pandemic? Career Calling Protects Healthcare Workers from Burnout and Resigning

In the Eye of the Hurricane: Careers under Lockdown

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