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BackgroundPhysicians work in a highly demanding work setting where ongoing changes affect their work and challenge their employability (ie, their ability and willingness to continue working). In this high-pressure environment, physicians could benefit from proactively managing or crafting their careers; however, they tend not to show this behavior. The new concept of career crafting concerns proactively making choices and adapting behavior regarding both short-term job design (ie, job crafting) as well as longer-term career development (ie, career self-management). However, so far, no intervention studies have aimed at enhancing career crafting behavior among physicians. Given that proactive work and career behavior have been shown to be related to favorable outcomes, we designed an intervention to support career crafting behavior and employability of physicians. ObjectiveThe objectives of this study were to describe (1) the development and (2) the design of the evaluation of a randomized controlled career crafting intervention to increase job crafting, career self-management, and employability. MethodsA randomized controlled intervention study was designed for 141 physicians in two Dutch hospitals. The study was designed and will be evaluated based on parts of the intervention mapping protocol. First, needs of physicians were assessed through 40 interviews held with physicians and managers. This pointed to a need to support physicians in becoming more proactive regarding their careers as well as in building awareness of proactive behaviors in order to craft their current work situation. Based on this, a training program was developed in line with their needs. A number of theoretical methods and practical applications were selected as the building blocks of the training. Next, participants were randomly assigned to either the waitlist-control group (ie, received no training) or the intervention group. The intervention group participated in a 4-hour training session and worked on four self-set goals. Then, a coaching conversation took place over the phone. Digital questionnaires distributed before and 8 weeks after the intervention assessed changes in job crafting, career self-management, employability, and changes in the following additional variables: job satisfaction, career satisfaction, work-home interference, work ability, and performance. In addition, a process evaluation was conducted to examine factors that may have promoted or hindered the effectiveness of the intervention. ResultsData collection was completed in March 2020. Evaluation of outcomes and the research process started in April 2020. Study results were submitted for publication in September 2020. ConclusionsThis study protocol gives insight into the systematic development and design of a career crafting training intervention that is aimed to enhance job crafting, career self-management, and employability. This study will provide valuable information to physicians, managers, policy makers, and other researchers that aim to enhance career crafting. International Registered Report Identifier (IRRID)RR1-10.2196/18432

Creativity, or the generation of novel and useful ideas or products, is widely viewed as the cornerstone of organizational innovation and success. However, high pressure to be creative may have mixed implications for employee creativity. In this article, we first systematically conceptualize the nature of the concept of creative performance pressure. Next, building on transactional stress theory, we investigate (a) how creative performance pressure influences employee creativity through different appraisals (i.e., challenge and hindrance) and (b) the moderating role of a job and personal resource (i.e., servant leadership and promotion focus) in the stressor appraisal process. In Study 1, we developed a creative performance pressure scale and assessed its psychometric properties across two samples (N = 181 for Sample 1; N = 253 for Sample 2). In addition, using multi‐wave, multi‐source data (Study 2), we tested our hypotheses in a Chinese sample (N = 206). The results demonstrated that creative performance pressure can have both positive and negative effects on employee creativity through challenge and hindrance appraisals, respectively. Servant leadership moderated the effect of creative performance pressure on challenge and hindrance appraisals, by transmitting the beneficial and detrimental effects of creative performance pressure to creativity, respectively. Similarly, promotion focus moderated the relationship between creative performance pressure and hindrance appraisal. We discuss future research directions and offer several practical implications for both organizational leaders and human resource (HR) practitioners. [ABSTRACT FROM AUTHOR]

The present study aimed to examine whether day‐level engagement in non‐work activities can mitigate the adverse outcomes of job loss. Based on Jahoda's latent deprivation model, we hypothesized that engaging in such activities (e.g., meeting others) can fulfil five basic needs (e.g., need for time structure) and that fulfilment of these needs mitigates the negative consequences of job loss. A diary study was conducted on five consecutive days among 236 participants who had involuntarily lost their job, yielding 1046 daily measures of the time spent on activities, the evaluation of these activities, and emotional distress. Multilevel regression analyses showed that time spent on daily activities was associated with the degree of fulfilment of the basic needs and emotional distress, yet the effect sizes were small. Perceived utility of these daily activities showed more solid effect sizes with the basic needs and emotional distress. However, the mediation effect of the basic needs regarding the association between activities and emotional distress could not be confirmed. The present results suggest that, in addition to stimulating individuals who experience job loss‐related emotional distress to undertake certain activities, the evaluation of these activities should also be taken into account in tailor‐made interventions and preventive measures. [ABSTRACT FROM AUTHOR]

The self-determination theory (SDT) assumes that healthy motivation needs to be intrinsic in nature and that the basic psychological needs competence, autonomy and relatedness are prerequisites for intrinsically motivated behaviour. Intrinsically motivated students in turn show more persistence and understanding of classroom material. However, in secondary education, students often participate in performance-oriented classrooms with an extrinsic orientation and it cannot be assumed that the principles advocated by the SDT are automatically applicable in this context. We tested a model relating basic psychological needs via intrinsic motivation to persistence and performance at two waves using data from 476 students (aged 11-17 years) attending pre-vocational secondary education. Structural equation analysis showed that a partial mediation model with perceived competence also directly associated with persistence and performance fitted the data best at both waves. Interestingly, the strength of the effects varied across waves, such that relatedness and autonomy became negative predictors of intrinsic motivation for a familiar task. The practical and theoretical implications of these findings are discussed. (Contains 3 figures and 4 tables.)

The present study investigated the additive, synergistic, and moderating effects of job demands and job resources on well-being (burnout and work engagement) and organizational outcomes, as specified by the Job Demands-Resources (JD-R) model. A survey was conducted among two Chinese samples: 625 blue collar workers and 761 health professionals. A series of multi-group structural equation modeling analyses supported the two processes proposed by the JD-R model: (1) the stress process that originates from job demands and leads, via burnout, to negative organizational outcomes (turnover intention and low organization commitment); and (2) the motivational process that originates from job resources and leads, via work engagement, to positive organizational outcomes. In contrast to moderating effects, synergistic effects of job demands and job resources on burnout and work engagement were found in both samples. However, after controlling for additive effects of job demands and job resources, these synergistic effects largely disappeared. In conclusion, the hypothesized additive effects of the JD-R model were found but the evidence for additional synergistic and moderating effects was weak. (Contains 4 tables and 3 figures.)

This study examines the mechanisms through which experiences in the home domain influence work performance by bringing together the literature on recovery and the work-family interface. A longitudinal study among 123 employees from different organizations was conducted to investigate whether need for recovery and home-work interference (HWI) impeded concentration at work 1 month later, and whether concentration adversely affected in-role performance over time. Structural equation modeling analysis supported these hypotheses. Whereas need for recovery and HWI had negative, lagged effects on concentration, concentration had a positive lagged effect on in-role performance. Moreover, need for recovery and HWI were reciprocal and negatively related over time, suggesting that these two states may create a negative spiral in the home domain that could easily intrude into the work domain. These findings increase our insight in the processes leading to reduced performance at work, and suggest that organizations should facilitate opportunities for recovery.

This study explored differences in the antecedents and consequences of job search behavior depending on gender and family situation in a large, nationwide sample of the Dutch population. Using Ajzen's (1991) theory of planned behavior (TPB), we found no gender differences in the antecedents of job seeking. However, family situation did affect the relations in the TPB, such that personal attitude was a slightly weaker, and perceived social pressure a stronger predictor of job seeking for individuals with families than for singles. Concerning the consequences, job search behavior significantly predicted the chances of finding (new) employment, but not job satisfaction in the new job and the level of agreement between the obtained and wanted job.

In the context of Ajzen's (1991) theory of planned behavior, the antecedents of intentions are better understood than the antecedents of behavior. The current study aimed to improve the understanding of the transition from intentions to behavior. Based on the work of Gollwitzer (1993), Kuhl and Beckmann (1994), and Lay (1986) we proposed a model of mediators (i.e., implementation intentions) and moderators (i.e., action-state orientation and trait procrastination) in the intention-behavior relation. The model was applied to job seeking, and tested using longitudinal survey data of a sample of unemployed individuals in The Netherlands (N=175). Support was found for the proposed mediating role of implementation intentions in the relation between job search intention and job search behavior. The proposed moderating roles of action-state orientation and trait procrastination were not supported.

The labor market in many Western countries increasingly diversifies. However, little is known about job search behavior of ''non-traditional'' applicants such as ethnic minorities. This study investigated minority-majority group differences in the predictors of job search behavior, using the theory of planned behavior (Ajzen, 1985). Data were collected in a two-wave longitudinal design among 697 temporary employees in The Netherlands. Results showed that the ethnic minorities' perceptions of social pressure predicted intentions to search for a (new) job more strongly than their personal attitudes did. The opposite was found in the native-Dutch group. Self-efficacy did not contribute to the prediction of job search intention. Job search behavior related significantly to job search outcomes, such as job attainment.