scholarly journals Good employees through good jobs

2017 ◽  
Vol 39 (4) ◽  
pp. 503-522 ◽  
Author(s):  
Stan De Spiegelaere ◽  
Monique Ramioul ◽  
Guy Van Gyes
Keyword(s):  
Work Engagement ◽  
Latent Profile Analysis ◽  
Roc Analysis ◽  
Profile Analysis ◽  
Electricity Sector ◽  
Operating Characteristics ◽  
Employee Outcomes ◽  
Content Type ◽  
Combination Of Methods ◽  
Latent Profile

Purpose The purpose of this paper is to identify different job types in the Belgian electricity sector and their relations with employee outcomes such as work engagement and innovative work behaviour (IWB). Design/methodology/approach This paper uses a combination of latent profile analysis and relative operating characteristics (ROC) analysis. Findings Depending on the job resources and demands, five different job types are identified corresponding largely to the Karasek and Theorell (1990) job types. Their relation with the outcomes is not parallel with low-strain jobs performing best for work engagement, and active jobs for IWB. Research limitations/implications The combination of methods used in this study increases significantly the ease of communication of the findings, yet an external benchmark for the ROC analysis would be preferable. Practical implications To foster engagement and IWB with employees one should focus on the job content and only increase demands if they are combined with sufficient resources. Originality/value This research is the first in its kind that relates latent job types with different employee outcomes using a combination of latent profile and ROC analysis.

Striving for inclusion: evidence from China using a latent profile approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiaojiao Qu ◽  
Shuming Zhao ◽  
Yixuan Zhao
Keyword(s):  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Theory And Practice ◽  
Organizational Leaders ◽  
Content Type ◽  
Highly Educated ◽  
Starting Point ◽  
Profile Approach ◽  
Practical Implications ◽  
Latent Profile

Purpose This study aims to identify profiles of inclusion in the workplace to provide evidence-based guidance to build an inclusive organization. Design/methodology/approach Latent profile analysis (LPA), a person-centred classification analytical tool, was applied to determine the subtypes of inclusion with Mplus 7.4, using two-wave data collected from 368 employees in 8 Chinese companies. Findings Three subgroups were identified: identity inclusion group (the highest level of inclusion, 34.0%), value inclusion group (the moderate level of inclusion, 47.5%) and low inclusion group (the lowest level of inclusion, 18.5%). The findings indicate that groups with male, aged and highly educated members, as well as members from developed areas generally tend to feel more included and greater inclusion relates to more favourable outcomes and fewer detrimental consequences. Research limitations/implications As this study was conducted only in China, the results may not be generalizable to non-Chinese contexts. Practical implications The results may help organizational leaders develop a deeper understanding of the significance and the crux of inclusion. To address the duality of workforce diversity, managers can take initiatives to create an inclusive organization. To achieve inclusion, managers should pay attention to ways of improving the perceptions of inclusion among all employees. Originality/value This is among the first studies to identify the variants in inclusion in China using LPA. It reveals the subtypes and characteristics of inclusion and can serve as a starting point to explore how to realize organizational inclusion in theory and practice.

Entrepreneurial academics: a taxonomy with Latent Profile Analysis

2019 ◽  
Vol 57 (12) ◽  
pp. 3346-3363 ◽  
Author(s):  
Ricardo Gouveia Rodrigues ◽  
João J.M. Ferreira ◽  
Teresa Felgueira
Keyword(s):  
Higher Education ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Data Gathering ◽  
Content Type ◽  
Individual Entrepreneurial Orientation ◽  
Future Studies ◽  
Starting Point ◽  
E Mail ◽  
Latent Profile

Purpose The need for dynamic and innovative skills and the importance of resources and individuals in pursuit of new opportunities prove to be extremely vital for the higher education institutions (HEI). The purpose of this paper is to develop a taxonomy of academics from HEI, based on their individual entrepreneurial orientation (EO). Design/methodology/approach The population in study was composed of teachers and researchers from worldwide HEI. The data collection was conducted through a questionnaire sent by an e-mail and the authors used the I-ENTRE-U scale to identify entrepreneurial-oriented teachers and researchers from HEI. A Latent Profile Analysis (LPA) was conducted to identify profiles of researchers with similar values in four EO dimensions. Findings The study allowed the authors to identify five profiles of researchers: downers, achievers, followers, defenders and rebels. Research limitations/implications The results can be an important starting point for other researchers and practitioners hoping to evaluate academics’ EO in a higher education sector. The taxonomy also allows wider predictions about the behaviour of the profile members of profiles and relates it with other variables such as performance. Further contributions may be added by extending the data gathering from different geographical areas and/or different academic contexts, such that future studies could apply other LPA techniques and compare the results. Originality/value Only few studies have focussed on individual EO of scientists/academics, considering different national and regional contexts. To the best of the authors’ knowledge, this is the first empirical study that develops a taxonomy of academics from HEI, based on their individual EO.

On the motivational nature of authentic leadership practices: a latent profile analysis based on self-determination theory

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Julie Levesque-Côté ◽  
Claude Fernet ◽  
Alexandre J.S. Morin ◽  
Stéphanie Austin
Keyword(s):  
Leadership Practices ◽  
Authentic Leadership ◽  
Latent Profile Analysis ◽  
Work Motivation ◽  
Profile Analysis ◽  
Self Determination Theory ◽  
Self Determination ◽  
Content Type ◽  
Motivation Profiles ◽  
Latent Profile

PurposeAlthough one of the central premises of authentic leadership theory is that authentic leaders mobilize their followers, the underlying motivational mechanisms of this process remain poorly understood. Drawing on self-determination theory, this study aims to fill that gap by examining authentic leadership practices (ALP) as theoretical antecedents of employees' motivation profiles.Design/methodology/approachLatent profile analyses conducted on a sample of 501 employees revealed four profiles: self-determined, unmotivated, highly motivated and moderately motivated.FindingsALP were associated with a higher likelihood of membership into the most adaptive motivation profiles. Employees in these profiles displayed more optimal job functioning: higher organizational commitment and performance, and lower intentions to leave their organization.Originality/valueThese findings underscore the predictive power of autonomous motivation for employee functioning and provide new insights into how ALP can improve work motivation, and hence job functioning. Our results account not only for how ALP affects the complete range of behavioral regulations at work but also the different patterns in which these regulations combine within employees.

scholarly journals Predicting employee telecommuting preferences and job outcomes amid COVID-19 pandemic: a latent profile analysis

2021 ◽  
Author(s):  
Cafer Bakaç ◽  
Jetmir Zyberaj ◽  
James C. Barela
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Self Regulation ◽  
Personality Characteristics ◽  
The Other ◽  
Job Outcomes ◽  
Work Related ◽  
Latent Profile

AbstractIn this two-study research using latent profile analysis (LPA), we investigated intra-individual combinations of conscientiousness, autonomy, self-regulation, and extraversion. Based on these combinations, we designed profiles and explored telecommuting preferences and job outcomes of employees during the COVID-19 pandemic. In Study 1, we recruited 199 participants (77 females, ages ranging from 18 to 65). Results of this study revealed three profiles. One profile scored high on all of the variables and displayed preferences for working on-site more than the other profiles. Additionally, this profile showed higher work engagement, job satisfaction, and perceived productivity than the other two profiles. To validate these findings, we conducted a second study with a sample of 492 participants (169 females; age ranged from 18 to 65). The results yielded five profiles, one scoring high on all of the variables. Similar to Study 1, this profile exhibited higher work engagement, job satisfaction, and perceived productivity than the other four profiles. Individuals in this profile preferred to work on-site compared to individuals in other profiles. Our findings add to the research demonstrating the importance of personality characteristics for telecommuting preferences and work-related outcomes.

scholarly journals Forget about the money? A latent profile analysis of calling and work motivation in Chinese employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chunyu Zhang ◽  
Andreas Hirschi
Keyword(s):  
Latent Profile Analysis ◽  
Turnover Intentions ◽  
Work Motivation ◽  
Profile Analysis ◽  
Work Outcomes ◽  
Content Type ◽  
Different Types ◽  
External Incentives ◽  
The Relationship ◽  
Latent Profile

PurposeCalling is typically associated with more intrinsic than extrinsic work motivation. This could give the impression that employees with a calling do not need or care about external rewards. To deepen the understanding of the relationship between calling and work motivation, the purpose of this paper is to test how calling is combined with different types of work motivation and how such combinations affect work outcomes differentially.Design/methodology/approachThe authors applied latent profile analysis among Chinese employees with diverse occupations (N = 1,290), to identify calling and work motivation profiles and test their relations with work outcomes, assessed four months later.FindingsFour profiles emerged: externally motivated low calling, moderately externally motivated calling, moderately motivated calling and highly motivated calling. Employees with weaker and stronger callings indicated being extrinsically motivated for work. Employees in the highly motivated calling profile exhibited highest job satisfaction, lowest cynicism and lowest turnover intentions, followed by employees in the moderately motivated calling profile, the moderately externally motivated calling profile and the externally motivated low calling profile.Research limitations/implicationsThe findings imply that employees with a strong calling do care about external rewards and also benefit from external incentives to work.Originality/valueThis study is the first to explore the differential relationship between calling and work motivation. Moreover, the findings offer insights regarding the under-researched notion that different types of calling predict work outcomes differently.

A job resources-based intervention to boost work engagement and team innovativeness during organizational restructuring

2018 ◽  
Vol 31 (7) ◽  
pp. 1419-1437 ◽  
Author(s):  
Piia Seppälä ◽  
Jari J. Hakanen ◽  
Asko Tolvanen ◽  
Evangelia Demerouti
Keyword(s):  
Work Engagement ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Job Resources ◽  
Organizational Restructuring ◽  
Organizational Changes ◽  
Developmental Patterns ◽  
Content Type ◽  
Significant Difference ◽  
Person Centered Approach

Purpose The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach. Design/methodology/approach The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement. Findings Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes. Practical implications During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease. Originality/value This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.

A latent profile analysis of work passion: structure, antecedent, and outcomes

2019 ◽  
Vol 49 (3) ◽  
pp. 846-863
Author(s):  
Jingjing Li ◽  
Jian Zhang ◽  
Bo Shao ◽  
Chunxiao Chen
Keyword(s):  
Task Performance ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Well Being ◽  
Subjective Well Being ◽  
Dialectical Thinking ◽  
Content Type ◽  
Obsessive Passion ◽  
Work Passion ◽  
Latent Profile

Purpose Previous research draws on the dualistic model of passion (harmonious and obsessive passion) overlooks how the different two types of passion interact within individuals using a variable-centered approach. The purpose of this paper is to identify work passion profiles and their antecedent and consequences adopting a person-centered approach, and to explain inconsistences in previous studies. Design/methodology/approach This paper conducts three studies (n=2,749 in total) using a latent profile analysis. Study 1 identifies three work passion profiles, namely, dual passion, pro harmonious passion and pro obsessive passion; study 2 examines dialectical thinking as an antecedent to work passion profile membership; study 3 examines how each profile relates to work performance and well-being. Findings This paper finds that the participants with a dual passion profile showed higher task performance and subjective well-being than the participants with the other two profiles; the participants with a pro obsessive passion profile were higher in task performance, interpersonal performance and psychological well-being than the participants with a pro harmonious profile. Originality/value This paper is the first that uses a latent profile analysis approach to examining work passion configurations. It provides a unique perspective to investigate how different types of passion configure and interact within individuals; it explores an antecedent (i.e. dialectical thinking) and outcomes (i.e. performance and well-being) of the three work passion profiles.

scholarly journals A person-centered, latent profile analysis of psychological capital

2018 ◽  
Vol 44 (1) ◽  
pp. 91-108 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Dirk De Clercq ◽  
Usman Raja
Keyword(s):  
Work Engagement ◽  
Latent Profile Analysis ◽  
Psychological Capital ◽  
Profile Analysis ◽  
Jel Classification ◽  
Core Components ◽  
Valuable Complement ◽  
Person Centered Approach ◽  
Workplace Outcomes ◽  
Latent Profile

This inquiry seeks to clarify whether and how various combinations of the four core components of psychological capital (PsyCap)—self-efficacy, hope, optimism, and resilience—differentially affect workplace outcomes. To gain such in-depth understanding, this study undertakes a person-centered, latent profile analysis of PsyCap. Several distinct PsyCap component profiles emerge and remain consistent across two studies; these profiles in turn exert significantly different effects on work engagement and job performance. Compared with a more commonly used variable-centered approach, this person-centered approach represents a valuable complement that can expand the understanding and implications of PsyCap. JEL classification: M10, M19

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