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.

scholarly journals An exploratory study on profiles of recovery experiences among Korean employees

2018 ◽  
Vol 31 (3) ◽  
pp. 643-667
Author(s):  
SunA Kang ◽  
ChoonShin Park ◽  
JaeYoon Chang
Keyword(s):  
Work Engagement ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Well Being ◽  
Future Studies ◽  
Number Of Children ◽  
Recovery Experiences ◽  
Job Conditions ◽  
And Control ◽  
Person Centered Approach

The present study aimed to replicate Bennett et al. (2016)’s study that investigated the profiles of recovery experiences among U.S. employees. A sample of 472 Korean employees was surveyed on their four recovery experiences(psychological detachment, relaxation, mastery and control; Sonnentag & Fritz, 2007) and problem-solving pondering during typical leisure time. By adopting person-centered approach using the latent profile analysis, we identified three profiles of recovery experiences: Recovery, Intermediate, and Fatigue Profiles. There were significant differences among these three profiles in demographics(age, marriage status, and the number of children) and job conditions(job demands, job resources), and well-being outcomes(work engagement, emotional exhaustion, sleep quality). By comparing the results with those of Bennett et al. (2016), we discussed the implications and limitations of this study, and suggested directions for the future studies.

Identifying the optimal safety leader: a person-centered approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sara Willis ◽  
Sharon Clarke ◽  
Elinor O'Connor
Keyword(s):  
Leadership Development ◽  
Leadership Practices ◽  
Design Methodology ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Workplace Safety ◽  
Content Type ◽  
Transactional Leader ◽  
Person Centered Approach ◽  
Practical Implications

PurposeThe research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such constellations affect safety. Leader adaptability was tested as an antecedent of leader profiles.Design/methodology/approachUsing latent profile analysis, the effect of different leader profiles on workplace safety was investigated in two survey studies.FindingsIn total, four leader profiles emerged: “active,” “stable-moderate,” “passive-avoidant” and “inconsistent” leader. A stable-moderate leader profile was identified as the optimal leader profile for safety performance. Leader adaptability was identified as a predictor of leader profile membership.Practical implicationsSafety leadership development should focus on training managers in optimal combinations of leadership practices.Originality/valueThe research calls into question the existence of a transformational or transactional leader. The findings suggest that higher frequency of leadership practices is not always more beneficial for workplace safety.

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.

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

Living a Calling and Work–Family Interface: A Latent Profile Analysis

2021 ◽  
pp. 106907272110067
Author(s):  
Chunyu Zhang ◽  
Bryan J. Dik ◽  
Zengyun Dong
Keyword(s):  
Family Conflict ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Positive Outcomes ◽  
Chinese University ◽  
Work Conflict ◽  
Work Family ◽  
Person Centered Approach ◽  
Latent Profile ◽  
Family Enrichment

The positive outcomes of calling have been examined in a large and growing number of studies, yet little is known about how calling relates to the work-family interface. In this study, we adopted a person-centered approach using latent profile analysis to explore how living a calling relates to different work-family interface profiles. With a sample of 267 Chinese university counselors, we found three work-family interface profiles: slightly conflictual (51%), experiencing slightly higher than average levels of work-to-family conflict (WFC) and family-to-work conflict (FWC) and slightly lower than average levels of work-to-family enrichment (WFE) and family-to-work enrichment (FWE); work-to-family conflictual (15%), with higher levels of WFC and lower levels of FWC, WFE, and FWE; and enriched (34%), indicated by higher levels of WFE and FWE and lower levels of WFC and FWC. The results revealed that the greater the extent to which participants were living their calling, the more likely they were to be classified into the enriched profile. Our findings contribute to the literature on calling by offering person-centered insights on the relation between calling and the work-family interface.

Career Goal Profiles of Early Career Scientists: A Person-Centered Approach

2021 ◽  
pp. 089484532110172
Author(s):  
Ruth Noppeney ◽  
Anna M. Stertz ◽  
Bettina S. Wiese
Keyword(s):  
Doctoral Students ◽  
Latent Profile Analysis ◽  
Academic Career ◽  
Profile Analysis ◽  
Early Career ◽  
Career Goal ◽  
Transition Analysis ◽  
Flat Profile ◽  
Career Options ◽  
Person Centered Approach

Obtaining a doctorate offers various career options. This study takes a person-centered approach to identify interest profiles. Career goals (professorate, entrepreneur, etc.) were assessed at two time points (1-year interval) in a sample of doctoral students and doctorate holders from the STEM fields in German-speaking areas ( NT 1 = 2,077). Latent profile analysis revealed that a four-profile solution provided the best data fit: At T1, 33.0% of the participants aimed for a management position in industry, 16.9% pursued an academic career, 30.1% were interested in activities without leadership responsibilities, and 20.1% had a relatively flat career-goal profile. Latent transition analysis indicated that most changes occurred for those classified into the flat profile, while strong interest in a management career was very stable over time. Additionally, the attainment of the doctorate seemed to be a good predictor for profile membership: Doctorate holders were more likely to be clearly dedicated to an academic career.

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.

Facilitating interns’ performance

2018 ◽  
Vol 23 (4) ◽  
pp. 382-396 ◽  
Author(s):  
Jessica van Wingerden ◽  
Daantje Derks ◽  
Arnold B. Bakker
Keyword(s):  
Work Engagement ◽  
Need Satisfaction ◽  
Job Resources ◽  
Content Type ◽  
Basic Need Satisfaction ◽  
Path Analyses ◽  
Optimal Functioning ◽  
Central Hypothesis ◽  
Basic Need ◽  
And Performance

PurposeThe purpose of this paper is to report a study in which central propositions from the job demands-resources (JD-R) theory and self-determination theory (SDT) are used to examine the antecedents of performance during practical internships. The central hypothesis of this study was that job resources foster performance through basic need satisfaction and work engagement (sequential mediation).Design/methodology/approachAn empirical multi-source study among Dutch interns and their supervisors in various occupational sectors. The interns reported their level of resources, basic needs satisfaction and work engagement, whereas supervisors rated interns’ task performance (n=1,188 unique supervisor–intern dyads).FindingsThis study integrates insights of the JD-R theory – by examining the relations between job resources, work engagement and performance – with a central premise of the SDT – which maintains that basic need satisfaction is the fundamental process through which employees’ optimal functioning can be understood. The outcomes of the path analyses revealed that satisfaction of needs indeed accounted for the relationship between job resources and work engagement as supposed in the SDT (Deci and Ryan, 2000). Further, the sequential mediated relation between job resources and performance through basic need satisfaction and work engagement corroborates the JD-R theory (Bakker and Demerouti, 2014).Originality/valueAs far as the authors know, this is the first study that examined the sequential mediation from job resources to performance via basic need satisfaction and work engagement, among a large sample of intern–supervisor dyads, including the objective performance rating of their (internship) supervisors.

Effects of job resources factors on nurses job performance (mediating role of work engagement)

2018 ◽  
Vol 31 (8) ◽  
pp. 1000-1013 ◽  
Author(s):  
Muhammad Awais Bhatti ◽  
Norazuwa Mat ◽  
Ariff Syah Juhari
Keyword(s):  
Decision Making ◽  
Job Performance ◽  
Work Engagement ◽  
Factor Model ◽  
Job Characteristics ◽  
Job Security ◽  
Job Resources ◽  
Content Type ◽  
Worker Support ◽  
Participation In Decision Making

Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance (task and contextual) rated by the supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos 17 was used to obtain a model fit with path significance of work engagement as the mediator between job resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with a two-factor model (vigor and dedication) mediates the relationship between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and with a multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Practical implications The findings of this research will help human resource managers and professionals to further develop the working environment, provide job security and opportunities for employees to participate in decision making in a way that enhances employee work engagement, which, ultimately, improves employee job performance. Originality/value Past studies have not previously tested the two-factor model of work engagement (vigor and dedication) as the mediating variable between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance rated by the supervisor.

Collaboration strategy selection in BIM-enabled construction projects: a perspective through typical collaboration profiles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangchong Chen ◽  
Jiayu Chen ◽  
Yuchun Tang ◽  
Yan Ning ◽  
Qiming Li
Keyword(s):  
Construction Projects ◽  
Design Methodology ◽  
Latent Profile Analysis ◽  
Profile Analysis ◽  
Strategy Selection ◽  
Content Type ◽  
Comprehensive Literature Review ◽  
Collaborative Behavior ◽  
Selection Framework ◽  
Practical Implications

PurposeCollaboration is essential to BIM-enabled construction projects (BECPs). To facilitate collaboration, various strategies have been proposed. Usually, project team adopts single collaboration strategy for convenience. However, BIM-based collaboration is rather dynamic and exposed to a lot of barriers and risks, which easily changes collaboration conditions among partners. Therefore, better understanding of collaboration conditions in BECPs is crucial to develop flexible and suitable strategies. To fill in the gap, this study intends to identify typical collaboration profiles in BECPs and develop a profile-oriented strategy selection framework.Design/methodology/approachThis study establishes a six-dimensional collaborative behavior matric based on a comprehensive literature review to profile collaboration. Then a questionnaire survey is conducted to collect the collaboration data from 162 BECPs in China. Finally, latent profile analysis (LPA) is utilized to identify the typical collaboration profiles in BECPs.FindingsThrough LPA, four profiles are identified, including restricted collaboration profile, smarmy collaboration profile, intuitive collaboration profile, and modest collaboration profile. A profile-oriented strategy selection framework is also established to match strategies with collaboration profiles. Two major categories of strategies are proposed to promote these collaboration profiles including trust building and elevating strategies and collaborative behaviors facilitating strategies.Research limitations/implicationsThese identified profiles can provide an insightful understanding on the diversified collaboration conditions in BECPs.Practical implicationsThe profile-oriented strategy selection framework will help managers develop strategies flexibly to promote collaboration in BECPs.Originality/valueThis study validates four typical collaboration profiles in BECPs. Moreover, a profile-oriented strategy selection framework is also established for collaboration facilitation in BECPs.

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