Thriving at work—A diary study

Abstract

Summary The present diary study examines how employees thrive at work in response to resources (i.e., positive meaning, relational resources, and knowledge). Thriving is conceptualized as the joint experience of vitality and learning. A total of 121 employees working in the social services sector responded to three daily surveys (in the morning, at lunchtime, and at the end of the work day) for a period of five work days. Intra‐individual analyses (hierarchical linear modeling) revealed that on days when employees experience positive meaning at work in the morning, they feel more vital at the end of the work day and have a higher sense of learning. Work behaviors such as task focus and exploration mediated the relation between positive meaning and both components of thriving. Copyright © 2011 John Wiley & Sons, Ltd.

Understanding Employee Innovative Behavior and Thriving at Work: A Chinese Perspective

“…The literature supports the argument that thriving sparks innovative behavior (Amabile et al 1996;Carmeli and Spreitzer 2009;Spreitzer et al 2005;Wallace et al 2016). Moreover, it increases individuals' functionality and adaptability (Mumford et al 2002;Niessen et al 2012;Scott and Bruce 1994). Carmeli and Spreitzer (2009) noted that thriving is related to the work environment.…”

“…(Yu et al 2018) stated that organizational support as a perceptive construct can allow organizations to achieve desirable outcomes through providing a meaningful environment. Indeed, there is substantial evidence showing that organizational support is an important pathway through which an individual's personality is linked to the corresponding behavior (Madjar et al 2002;Niessen et al 2012). Organizational support for innovation is described as environments oriented "toward creativity and innovative change" (Scott and Bruce 1994) (p. 583) and supporting organizational members "in their functioning independently and in pursuit of new ideas" (Siegel and Kaemmerer 1978) (p. 559).…”

The undermining effect revisited: The salience of everyday verbal rewards and self‐determined motivation

“…Unlike traditional survey methods, dailydiary studies reduce the risk of recall bias as respondents answer the questions relating to events from the same day so one-item or two-item scales are more acceptable. The use of shorter scales is common in diary studies for this reason (e.g., Conway & Briner, 2002;Niessen, Sonnentag, & Sach, 2012). Reliability of the two-item scales was tested using the Spearman-Brown split-half prediction test as this has been shown to be more appropriate to two-item measures than the more commonly used Cronbach's alpha (Eisinga, Te Grotenhuis, & Pelzer, 2012).…”

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

“…First, the findings on the positive relationship between LMX and retail employees' thriving provide evidence that a trusting and respectful relationship with one's direct supervisor serves as the proximal relational context Moderating effect of team negative affective tone on the relationship between leader-member exchange (LMX) and thriving at work enabling the focal employee's thriving. Extant research has predominantly corroborated Spreitzer et al's (2005) conceptual model by demonstrating that influential workplace resources (such as work meaningfulness, knowledge, and coworker support; Niessen et al, 2012) and team contextual features (such as employee involvement climate, team learning climate, and network centrality; Cullen et al, 2018;Wallace et al, 2016;Zhu et al, 2019) foster employee thriving.…”