Although it is becoming increasingly popular for organizations to offer programs of mind–body practices to their employees to improve their physical and mental health,the effects that after-work sessions of mind–bod...Although it is becoming increasingly popular for organizations to offer programs of mind–body practices to their employees to improve their physical and mental health,the effects that after-work sessions of mind–body prac-tices have on employees’work behavior remain unclear.Using the model of proactive motivation and experience sampling,this study explored the relationship between employees’mind–body practices after work and their proactive behavior in the workplace on the following day.A multilevel path analysis of data from 82 employees over seven consecutive workdays showed that employees’mind–body practices after work had a positive effect on their proactive behavior in the workplace on the following day.The relationship was mediated by next-day high-activated positive affect and problem-solving confidence.Furthermore,job control positively moderated the rela-tionship between high-activated positive affect and proactive behavior but not that between problem-solving con-fidence and proactive behavior.We discuss the theoretical and practical implications of thesefindings,and propose future research directions.展开更多
Job crafting (JC) is a form of proactive behavior and refers to the initiatives employees that could take to change their tasks or other job characteristics to achieve the best person-job fit. JC consists of six dimen...Job crafting (JC) is a form of proactive behavior and refers to the initiatives employees that could take to change their tasks or other job characteristics to achieve the best person-job fit. JC consists of six dimensions: seeking structural and social job resources, as well as challenges, hindering job demands, optimizing job demands, and delegating tasks. The aim of the present study was to explore the impact of self-efficacy and work engagement on healthcare professionals’ (HP) proactive behavior. A convenience sample of 295 HP working in Primary and Secondary healthcare structures of Northern Greece completed a questionnaire that included: 1) demographic/occupational characteristics, 2) the Job Crafting Scale, 3) the Generalized Self-Efficacy Scale (GSE) and 4) the Utrecht Work Engagement Scale (UWES). Increased age was found to be associated with decreased levels of seeking social job resources (p < 0.01). Education level was positively associated with increased levels of seeking structural job resources (p < 0.01), seeking challenges (p < 0.05), and optimizing job demands (p < 0.05), while job position was found to be negatively related to delegating tasks (p < 0.01). Self-efficacy was positively associated with increased levels of seeking structural resources (p < 0.001), challenges (p < 0.001), and increased levels of optimizing job demands (p < 0.001), while it was positively associated with decreased levels of delegating tasks (p < 0.05). In addition, increased work engagement was found to be associated with increased levels of seeking social job resources (p < 0.05), challenges (p < 0.01), and optimizing job demands (p < 0.01). Findings highlight the importance of self-efficacy, work engagement and individual characteristics in the realization of a resourceful work environment and HP’ adjustment in the organization. Thus, interventions that promote HP’ JC proactive behaviors should be encouraged.展开更多
基金supported by the Natural Science Foundation of Hubei Province(2021CFB297)the Natural Science Foundation of Guangdong Province(2022A1515010563).
文摘Although it is becoming increasingly popular for organizations to offer programs of mind–body practices to their employees to improve their physical and mental health,the effects that after-work sessions of mind–body prac-tices have on employees’work behavior remain unclear.Using the model of proactive motivation and experience sampling,this study explored the relationship between employees’mind–body practices after work and their proactive behavior in the workplace on the following day.A multilevel path analysis of data from 82 employees over seven consecutive workdays showed that employees’mind–body practices after work had a positive effect on their proactive behavior in the workplace on the following day.The relationship was mediated by next-day high-activated positive affect and problem-solving confidence.Furthermore,job control positively moderated the rela-tionship between high-activated positive affect and proactive behavior but not that between problem-solving con-fidence and proactive behavior.We discuss the theoretical and practical implications of thesefindings,and propose future research directions.
文摘Job crafting (JC) is a form of proactive behavior and refers to the initiatives employees that could take to change their tasks or other job characteristics to achieve the best person-job fit. JC consists of six dimensions: seeking structural and social job resources, as well as challenges, hindering job demands, optimizing job demands, and delegating tasks. The aim of the present study was to explore the impact of self-efficacy and work engagement on healthcare professionals’ (HP) proactive behavior. A convenience sample of 295 HP working in Primary and Secondary healthcare structures of Northern Greece completed a questionnaire that included: 1) demographic/occupational characteristics, 2) the Job Crafting Scale, 3) the Generalized Self-Efficacy Scale (GSE) and 4) the Utrecht Work Engagement Scale (UWES). Increased age was found to be associated with decreased levels of seeking social job resources (p < 0.01). Education level was positively associated with increased levels of seeking structural job resources (p < 0.01), seeking challenges (p < 0.05), and optimizing job demands (p < 0.05), while job position was found to be negatively related to delegating tasks (p < 0.01). Self-efficacy was positively associated with increased levels of seeking structural resources (p < 0.001), challenges (p < 0.001), and increased levels of optimizing job demands (p < 0.001), while it was positively associated with decreased levels of delegating tasks (p < 0.05). In addition, increased work engagement was found to be associated with increased levels of seeking social job resources (p < 0.05), challenges (p < 0.01), and optimizing job demands (p < 0.01). Findings highlight the importance of self-efficacy, work engagement and individual characteristics in the realization of a resourceful work environment and HP’ adjustment in the organization. Thus, interventions that promote HP’ JC proactive behaviors should be encouraged.
