To Be Fully There: Psychological Presence at Work

Kahn, William A.

doi:10.1177/001872679204500402

Cited by 905 publications

(1,041 citation statements)

References 18 publications

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“…Drawing on earlier work by Kahn (1992; cf. also Kahn, 1990), Schaufeli and his colleagues defined work engagement as a "persistent, positive affectivemotivational state of fulfillment" (Maslach, Schaufeli, & Leiter, 2001, p. 417;Salanova, Schaufeli, Llorens, Peiro, & Grau, 2000;Schaufeli, Salanova, Gonzáles-Romá, & Bakker, 2002).…”

Section: Work Engagementmentioning

confidence: 99%

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Sonnentag

2003

Journal of Applied Psychology

1,391

1,142

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This study examined work-related outcomes of recovery during leisure time. A total of 147 employees completed a questionnaire and a daily survey over a period of 5 consecutive work days. Multilevel analyses showed that day-level recovery was positively related to day-level work engagement and day-level proactive behavior (personal initiative, pursuit of learning) during the subsequent work day. The data suggest considerable daily fluctuations in behavior and attitudes at work, with evidence that these are related to prior experience and opportunity for recovery in the nonwork domain.

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Section: Work Engagementmentioning

confidence: 99%

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Sonnentag

2003

Journal of Applied Psychology

1,391

1,142

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“…If employees with high levels of authenticity experience their organization as successful at representing them as a person, that is, when they identify strongly with their organization, this may serve as a marker for enacting or actualizing their true self via personal engagement at Authenticity, employee silence, and prohibitive voice 17 work (Deci & Ryan, 2000;Kahn, 1992). For example, employees who identify strongly with their organization should feel authentic when going the extra mile (e.g., teachers who comb the school building for unnecessary lights after classes in order to save electricity), although this means additional (and unnoticed) effort.…”

Section: The Role Of Organizational Identificationmentioning

confidence: 99%

“…We argue that the well-established link between organizational identification and extra-effort (van Dick, Grojean, Christ, & Wieseke, 2006) will manifest in such a way that the tendency to speak up about critical issues -a tendency that is associated with authenticity -should be even stronger if employees identify with their organization. Moreover, when employees identify with their organization they feel more involved as a person and therefore more psychologically present at work (Edwards and Peccei, 2007;Kahn, 1992). Involvement and psychological presence are associated with psychological states that make voice more likely than silence.…”

Section: The Role Of Organizational Identificationmentioning

confidence: 99%

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Authenticity is an important concept in positive psychology and has been shown to be related to well-being, health, and leadership effectiveness. The present paper introduces employee authenticity as a predictor of relevant workplace behaviors, namely, employee silence and prohibitive voice. Converging evidence across two studies using cross-sectional and longitudinal designs demonstrates that when responding to hypothetical problematic workplace events (Study 1) or actual workplace experiences (Study 2), individual differences in employees' authenticity predicted more self-reported voice behaviors and less silence that emanated from various motivations. Furthermore, authenticity scores consistently yielded predictive utility over and above the contribution of a broad set of individual and organization-based characteristics. Finally, organizational identification moderated the relation between authenticity and silence, such that for employees with high levels of identification, the relation between authenticity and silence was stronger.Keywords: authenticity, character strengths, employee silence, organizational identification, positive organizational behavior, positive organizational scholarship, voice Authenticity, employee silence, and prohibitive voice 2 Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification Authenticity, one of the key concepts in positive psychology research (Seligman & Csikszentmihalyi, 2000, p. 12), "involves owning one's personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs" and "expressing oneself in ways that are consistent with inner thoughts and feelings" (Harter, 2002, p.382). Although practitioners and researchers agree that authenticity is important for psychological well-being (e.g., Rogers, 1961;Schlegel & Hicks, 2011), they question the appropriateness of authenticity at work. Studies have revealed that employees are often required to act in specific ways (e.g., Grandey, 2003;Hewlin, 2009;Hochschild, 1983) and that adjusting to others' expectations might be advantageous with regard to supervisor evaluations (Blickle et al., 2011 We think that the potential benefits of authenticity may lie dormant because in some situations, employees who are true to themselves could be beneficial for organizations. One such situation is when employees face problematic situations at work (e.g., transgressions, ineffectiveness). If employees engage in prohibitive voice ...

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“…The sense of shared meaning with colleagues and emotional attachment to core values and philosophies has been linked to positive work attitudes and enhanced work performance. It is said that it is beneficial for the individual and the organisation if the individual is 'psychologically present' in his or her work (Kahn, 1992). These ideas appear in many textbooks on human resources.…”

Section: In Conclusion: the Clinical Governance Of The Soulmentioning

confidence: 99%

The clinical governance of the soul: ‘deep management’ and the self-regulating subject in integrated community mental health teams

Brown

Crawford

2003

Social Science & Medicine

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To Be Fully There: Psychological Presence at Work

Cited by 905 publications

References 18 publications

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

The clinical governance of the soul: ‘deep management’ and the self-regulating subject in integrated community mental health teams

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