Putting role resources to work: The cross-domain thriving model

Hyde, Shelia; Casper, Wendy J.; Wayne, Julie Holliday

doi:10.1016/j.hrmr.2020.100819

Cited by 13 publications

(17 citation statements)

References 65 publications

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“…Work role resources foster work-to-nonwork enrichment, whereas nonwork role resources influence nonwork-to-work enrichment. This theorizing is consistent with the CDT model (Hyde et al, 2020), which suggests that within-domain thriving produces role resources that promote work-nonwork enrichment (Hyde, 2021). Both work and nonwork roles provide access to enabling resources (e.g., autonomy) that foster effectiveness within and across domains, as well as psychological rewards (e.g., meaningful work) that promote positive affect within and across domains (Voydanoff, 2005).…”

Section: Role and Personal Resources Foster Enrichmentsupporting

confidence: 78%

“…To advance theorizing about balance, we begin with the Greenhaus and Allen (2011) model and recent work on multidimensional balance (Casper et al, 2018) as the foundation of our dual process model of balance. We incorporate elements from two other balance models (Hirschi et al, 2019;Voydanoff, 2005), job demands-resources theory (JD-R; Demerouti et al, 2001), and the cross-domain thriving (CDT) model (Hyde et al, 2020;Hyde, 2021) balance indirectly via bidirectional conflict and enrichment and in-role experiences (role satisfaction and effectiveness), sequentially.…”

Section: A Dual Process Model Of Multidimensional Balancementioning

confidence: 99%

“…The motivation pathway integrates ideas from models of balance (Greenhaus & Allen, 2011;Voydanoff, 2005) along with JD-R theory (Demerouti et al, 2001) and the CDT model (Hyde et al, 2020) to posit that role and personal resources exert their effects on balance via a series of indirect effects. The path begins with work, nonwork, and personal resources that foster work-nonwork enrichment in two ways.…”

Section: Summary Of the Pathwaymentioning

confidence: 99%

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A dual process model of multidimensional work–nonwork balance.

Casper,

Hyde,

Vaziri

et al. 2024

Handbook of Occupational Health Psychology (3rd Ed.).

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Prior to the first handbook in 2003, there was discussion of balance in the literature but little consensus about how to define it. In this chapter, we review previous definitions of work-nonwork balance and then present our own dual process model. Marks and MacDermid (1996) first defined role balance as "the tendency to become fully engaged in the performance of every role in one's total role system, to approach every typical role and role partner with an attitude of attentiveness and care" (p. 421). While this definition of balance impacted the academic literature, with 6,330 citations in Google Scholar (as of September 26, 2022), scholars continued to offer alternative conceptualizations of balance (Casper et al., 2018). PREVIOUS DEFINITIONS OF WORK-NONWORK BALANCEOne reason Marks and MacDermid's (1996) definition failed to become the single accepted one in the literature may be that it was not well integrated with early theories of the work-family interface. For instance, the spillover model (Staines, 1980) suggested that positive or negative affective experiences in one

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Section: Role and Personal Resources Foster Enrichmentsupporting

confidence: 78%

Section: A Dual Process Model Of Multidimensional Balancementioning

confidence: 99%

Section: Summary Of the Pathwaymentioning

confidence: 99%

See 1 more Smart Citation

A dual process model of multidimensional work–nonwork balance.

Casper,

Hyde,

Vaziri

et al. 2024

Handbook of Occupational Health Psychology (3rd Ed.).

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“…When people feel vital to their work, they feel energetic and vigorous as a result of their work. Hyde et al (2020) suggest that vitality, which involves being active and energetic with positive affect, benefits the nonwork domain. Based on the broaden and build theory, vigor at work can enhance an individual's positive affect and broaden an individual's resources and thinking, which subsequently benefits the workfamily interface (Culbertson et al, 2012).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Based on the broaden and build theory, vigor at work can enhance an individual's positive affect and broaden an individual's resources and thinking, which subsequently benefits the workfamily interface (Culbertson et al, 2012). Further, according to COR theory (Hobfoll, 1989) and the W-HR model (Brummelhuis and Bakker, 2012), thriving at work has been considered an important personal resource in facilitating the family domain (Halbesleben et al, 2014;Hyde et al, 2020;Xu et al, 2020). For instance, Zhai et al (2020) suggest that when employees obtain workplace support, this contextual resource may help them thrive at work and ultimately enhance their life satisfaction.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Linking proactivity to work–family enrichment: a moderated mediation model

Cui

Zhang

2021

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PurposeThe purpose of this research is to explore the effect of proactivity on work–family enrichment through thriving at work and the moderation of such mediation by immediate supervisor perspective-taking.Design/methodology/approachResearch data consisting of two-wave lagged data (N = 470) were collected from 470 employees of 17 domestic Chinese firms to examine the proposed moderated mediation model.FindingsThe findings show that proactivity was positively related to work–family enrichment and that thriving at work partially mediated this relationship. Immediate supervisor perspective-taking strengthens the effect of proactivity on thriving at work, and a positive indirect relationship exists between proactivity and work–family enrichment through thriving at work when immediate supervisor perspective-taking is high.Practical implicationsOrganizations should formulate policies to motivate employees to engage in proactive behavior and stimulate employees' thriving at work. Organizations should also select leaders who are good at perspective-taking and provide training to leaders to help them take others' perspectives.Originality/valueThese results deepen our theoretical understanding of the consequences of proactivity by demonstrating the positive associations between proactive behavior and work–family enrichment. The current study also contributes to the literature by identifying the mediating mechanism of thriving at work to explain the relationship between proactivity and work–family enrichment. Furthermore, the results show that supervisor perspective-taking moderates the above mediation.

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