The calling of employees and work engagement: the role of flourishing at work
Abstract
Purpose – Both the researchers and practitioners believe that engaged, energetic and focused employees provide sustainable competitive advantage to the organization. Therefore, the aim of this study was to explore whether the calling of the employees is related to work engagement and to observe if flourishing at work exerts a mediating role in this proposed relationship.
Research Methodology – The time-lag method was followed to collect data from a sample of 101 employees working in different organizations from service industry.
Findings – Results showed that calling is a critical psychological driver of work engagement explaining about 30% variance and it is valuable in shaping the employees orientation.
Limitations – The data collection for the study was restricted to one major city so care must be taken in generalizing the results. Moreover, the use of cross sectional data may not completely capture the true nature of the psychological constructs like calling, flourishing and engagement.
Implications – This study helps human resources managers to hire individuals who feel “called” to the job and devise training programs that shape their work orientation in order to engage and retain them.
Originality – The current study considered work engagement as a psychological state and empirically tested psychological drivers- calling as the work orientation and flourishing. The proposed relationships, to the best of our knowledge, were not empirically tested previously.
Keyword : calling at work, work engagement, flourishing at work, work orientation, self determination theory, positive organizational outcomes
How to Cite
Erum, H., Abid, G., & Contreras, F. (2020). The calling of employees and work engagement: the role of flourishing at work. Business, Management and Economics Engineering, 18(1), 14-32. https://doi.org/10.3846/bme.2020.11430
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
Chomeya, R. (2010). Quality of psychology test between Likert scale 5 and 6 points. Journal of Social Sciences, 6(3), 399–403. https://doi.org/10.3844/jssp.2010.399.403
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Cooper-Thomas, H. D., Paterson, N. L., Stadler, M. J., & Saks, A. M. (2014). The relative importance of proactive behaviors and outcomes for predicting newcomer learning, well-being, and work engagement. Journal of Vocational Behavior, 84(3), 318–331. https://doi.org/10.1016/j.jvb.2014.02.007
de Crom, N., & Rothmann, S. I. (2018). Demands-abilities fit, work beliefs, meaningful work and engagement in nature-based jobs. SA Journal of Industrial Psychology, 44(1), 1–12. https://doi.org/10.4102/sajip.v44i0.1496
Deci, E. L., & Ryan, R. M. (2008). Hedonia, eudaimonia, and well-being: An introduction. Journal of Happiness Studies, 9(1), 1–11. https://doi.org/10.1007/s10902-006-9018-1
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Disabato, D. J., Goodman, F. R., Kashdan, T. B., Short, J. L., & Jarden, A. (2016). Different types of well-being? A cross-cultural examination of hedonic and eudaimonic well-being. Psychological Assessment, 28(5), 471. https://doi.org/10.1037/pas0000209
Dobrow, S. R. (2006). Having a calling: A longitudinal study of young musicians. Dissertation Abstracts International Section A: Humanities and Social Sciences, 67(5-A), 1808.
Dobrow, S. R. (2013). Dynamics of calling: A longitudinal study of musicians. Journal of Organizational Behavior, 34(4), 431–452. https://doi.org/10.1002/job.1808
Dobrow, S. R., & Tosti‐Kharas, J. (2011). Calling: The development of a scale measure. Personnel Psychology, 64(4), 1001–1049. https://doi.org/10.1111/j.1744-6570.2011.01234.x
Duffy, R. D., Douglass, R. P., Autin, K. L., & Allan, B. A. (2014). Examining predictors and outcomes of a career calling among undergraduate students. Journal of Vocational Behavior, 85(3), 309–318. https://doi.org/10.1016/j.jvb.2014.08.009
Dumas, T. L., & Perry-Smith, J. E. (2018). The paradox of family structure and plans after work: Why single childless employees may be the least absorbed at work. Academy of Management Journal, 61(4), 1231–1252. https://doi.org/10.5465/amj.2016.0086
Elangovan, A., Pinder, C. C., & McLean, M. (2010). Callings and organizational behavior. Journal of Vocational Behavior, 76(3), 428–440. https://doi.org/10.1016/j.jvb.2009.10.009
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218. https://doi.org/10.1037/0003-066X.56.3.218
Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. https://doi.org/10.1002/job.322
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123–136. https://doi.org/10.1016/j.hrmr.2010.09.004
Hagmaier, T., & Abele, A. E. (2012). The multidimensionality of calling: Conceptualization, measurement and a bicultural perspective. Journal of Vocational Behavior, 81(1), 39–51. https://doi.org/10.1016/j.jvb.2012.04.001
Hagmaier, T., & Abele, A. E. (2015). When reality meets ideal investigating the relation between calling and life satisfaction. Journal of Career Assessment, 23(3), 367–382. https://doi.org/10.1177/1069072714547164
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