Search results
1 – 10 of over 264000The goal of this study was to understand the relationships between mentoring roles, career calling, and the transmission of tacit knowledge in the setting of executive development…
Abstract
Purpose
The goal of this study was to understand the relationships between mentoring roles, career calling, and the transmission of tacit knowledge in the setting of executive development centers. The purpose of this research was to determine if there is a link between mentoring roles and the transmission of tacit knowledge and, if so, to what extent mentoring structure and culture moderate this link.
Design/methodology/approach
The study used a quantitative strategy based on partial least squares structural equation modeling (PLS-SEM) to examine information gathered from 287 workers at four executive development centers. Mentoring roles, vocational calling, and the transmission of tacit knowledge were quantified using scales derived from existing research.
Findings
Results showed a beneficial association between mentoring roles and vocational interest. Tacit knowledge was more likely to be shared when it was directly related to one’s chosen profession. A person’s vocation mediated the connection between mentoring roles and the transmission of tacit knowledge. Furthermore, the form of mentoring moderated the relationship of mentoring roles and the transfer of tacit knowledge.
Originality/value
This study is novel because it investigates the interplay between mentoring roles, vocational vocation, and the transmission of tacit knowledge in a non-traditional business setting. This research emphasizes the mediating impact of vocation and the moderating effect of mentorship structure in influencing knowledge-sharing practices in Pakistan’s public sector.
Details
Keywords
Fuqiang Zhao, Hanqiu Zhu, Yun Chen and Longdong Wang
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work…
Abstract
Purpose
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work meaningfulness and felt obligation and the moderating role of family-friendly human resource practice (FF-HRP).
Design/methodology/approach
The authors collected data from 293 supervisor–employee dyads at three time points in southeastern China. Path analysis and bootstrap method were used for hypothesis testing.
Findings
Employees' perceived career calling positively affected taking charge through work meaningfulness and felt obligation. The positive effects of career calling on work meaningfulness and felt obligation as well as the indirect effect of career calling on taking charge are stronger when employees perceive high levels of FF-HRP.
Practical implications
Organizational interventions should be designed to enhance employees' sense of calling, and the organization should inspire employees to take charge by awakening their perception of work meaningfulness and obligation. Moreover, FF-HRP should be implemented as a form of organizational support.
Originality/value
This research identifies work meaningfulness and felt obligation as mediators that link career calling to taking charge and reveals the role of FF-HRP in amplifying the positive impact of career calling.
Details
Keywords
Xudong Ni, Xingkui Zhu, Wenjun Bian, Jiyu Li, Chen Pan and Chengkai Pan
This paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor.
Abstract
Purpose
This paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor.
Design/methodology/approach
Study 1 demonstrated that high leader career calling served as a catalyst for employee career crafting. The experiment provided causal evidence for the relationship between these two constructs, exhibiting strong internal validity. However, due to the challenges in measuring supervisor–subordinate guanxi and career growth within the context of a scenario experiment, Study 2 was designed to test the entire model and enhance the external validity of the findings.
Findings
Leader career calling significantly predicts employee career growth, while employee career crafting serves as a mediating mechanism in the relationship between leader career calling and employee career growth. Moreover, supervisor–subordinate guanxi positively moderates the relationship between leader career calling and employee career crafting. Furthermore, the mediating effect of employee career crafting in the relationship between leader career calling and employee career growth is contingent upon the quality of supervisor–subordinate guanxi. This study sheds light on the role of leader career calling in employee career growth and provides insights into the mechanisms facilitating employee career growth.
Originality/value
Firstly, it explores leader-to-employee career calling transmission, extending the career calling study beyond individual impacts. It emphasizes how leaders' work attitudes shape employee career growth. Secondly, it reveals career crafting as a mediator between leader career calling and employee career growth, identifying a new influence mechanism and expanding upon the primarily job crafting-focused existing literature. Lastly, it identifies supervisor–subordinate guanxi quality as a moderator in the leader career calling-employee career crafting relationship. This perspective enriches career calling research, illustrating how specific conditions stimulate career crafting.
Details
Keywords
Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit…
Abstract
Purpose
Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit and person-job fit) and organizational commitment in the hospitality industry. The secondary aim is to investigate the moderated mediation effect of hospitality employees’ calling on these associations.
Design/methodology/approach
The authors collected data from 248 hotel employees in China at three different time points. A moderated mediation model was examined by using the bias-corrected bootstrapping method.
Findings
Results revealed that person-organization fit and person-job fit indirectly influenced organizational commitment via positive affect. Calling was found to moderate the indirect influences of person-organization and person-job fit on organizational commitment via positive affect.
Practical implications
Managing employees’ affective experiences in the hospitality industry and promoting their organizational commitment are key strategies for hospitality organizations to promote service quality and retain their employees. This study suggests that hospitality organizations should actively attempt to improve employees’ fit perceptions and promote their sense of calling.
Originality/value
By theorizing and investigating the mediating role of positive affect and the moderating role of calling in the association between fit and employee commitment, this research extends existing knowledge on the association between fit–job attitudes and makes notable contributions to the hospitality literature on fit, affect, calling and job attitudes.
Details
Keywords
Wei He, Zheng Zhang and Qian Guo
Based on the conservation of resources theory, the authors explore the relationship between humble leadership and employee procrastination by introducing career calling and…
Abstract
Purpose
Based on the conservation of resources theory, the authors explore the relationship between humble leadership and employee procrastination by introducing career calling and promotion focus, and constructing a moderated mediation model aiming to reveal the influence of humble leadership on employee procrastination.
Design/methodology/approach
A total of 217 valid samples were obtained using a two-time point paired questionnaire. The proposed hypotheses were tested using hierarchical regression.
Findings
Hierarchical regression results indicated that humble leadership had a significant negative effect on employee procrastination. Career calling played a fully mediating role in humble leadership and employee procrastination. Promotion focus not only plays a positive moderating role between humble leadership and career calling but also moderates the mediating role of career calling.
Practical implications
Managers should pay attention to the cultivation of their own character of humility in the process of communicating with their subordinates, increase employees' career calling from various aspects to improve employees’ sense of meaning and value for their work and understand employees' situation for personalized management.
Originality/value
This study reveals for the first time the inhibitory effect of humble leadership on employee procrastination through the conservation of resources theory. This helps in expanding research on the antecedents of procrastination behavior and enriching research on the effects of implementing humble leadership. For this reason, the study contributes to the literature on humble leadership, employee procrastination and the conservation of resources theory.
Details
Keywords
The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in…
Abstract
Purpose
The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in employees by finding an indirect effect of meaningful leadership on calling through sustainable human resource management (SHRM) practices. Furthermore, the authors predict that meaningful work will moderate this mediating effect.
Design/methodology/approach
In a three-wave time-lagged study, the authors followed 187 workers from multiple organizations across Pakistan to examine how meaningful leadership influences employee calling through SHRM practices in the form of signals. The authors established that this indirect effect is stronger when employees perceive their work as meaningful. The authors used structural equation modeling in MPlus to test a moderated mediational model.
Findings
The results show that meaningful leadership is positively related to calling through SHRM practices, and meaningful work significantly moderates this mediating relationship. Specifically, the indirect effect of meaningful leadership is stronger when meaningful work is high.
Originality/value
The study substantiates the high importance of meaningful leadership as a signaler and provides insight into the mechanism of meaningful work as a contingency to develop a calling. The uniqueness of the study lies in testing meaningful leadership empirically and identifying external antecedents of calling among employees.
Details
Keywords
Julia Muehlhausen, Daniel Spurk, Andreas Hirschi and Anita Sandmeier
Organizational embeddedness of employees who are experiencing their work as a calling is of high relevance. Understanding what promotes staying in organizations can provide…
Abstract
Purpose
Organizational embeddedness of employees who are experiencing their work as a calling is of high relevance. Understanding what promotes staying in organizations can provide benefits for individuals with a calling while at the same time helping organizations to retain those valuable employees. Therefore, the purpose of this study was to investigate how and when experiencing work as a calling relates to organizational embeddedness (OE). Based on assumptions from the theory of work adjustment (TWA), the authors hypothesized a conditional effects model with feedback from others and role clarity as moderating variables.
Design/methodology/approach
For this longitudinal study, the authors collected data at two measurement time points (N = 553). To tests the hypotheses, the authors performed hierarchical regression analysis. Additionally, the authors conducted simple slope tests to calculate the effects of calling on OE, depending on the different levels of the moderators.
Findings
The results indicated that higher levels of experiencing a calling are associated with higher levels of OE 18 months later while controlling for the initial levels of OE. Additionally, the moderation analysis revealed that feedback from others and role clarity strengthened the relationship between experiencing a calling and OE. Interestingly, for individuals with low feedback from others and low role clarity, experiencing a calling was not related to OE.
Originality/value
Addressing recent research calls that highlight more research on boundary conditions and diverse theoretical perspectives, this study contributes to the literature on calling and organizational retention and provides a more individual and career-related view of potential predictors of OE.
Details
Keywords
Lindsey Lee, Sandra Sun-Ah Ponting, Ankita Ghosh and Hyounae (Kelly) Min
This study aims to provide important insights in advancing the hospitality workforce by exploring the dimensions of calling. By identifying significant calling dimensions among…
Abstract
Purpose
This study aims to provide important insights in advancing the hospitality workforce by exploring the dimensions of calling. By identifying significant calling dimensions among hospitality employees, the study is guided by work as calling theory by also examining the mediating role of employees’ professional identity on intention to leave the industry.
Design/methodology/approach
This study used an exploratory mixed-methods approach. Study 1 included an online qualitative survey to explore the significant dimensions of calling among hospitality employees. Study 2 measured the significance of hospitality calling dimensions on intention to leave the industry, mediated by professional identity.
Findings
Study 1 identified transcendent summons, passion and purposeful life as significant dimensions of hospitality calling. Study 2 examined calling as a second-order construct with the aforementioned dimensions and proposed calling increases professional identity and decreases intention to leave the industry. However, professional identity did not significantly influence the intention to leave the industry.
Originality/value
This study brings value to the calling literature by exploring the calling dimensions unique to the hospitality workforce. Findings also highlight that subjective professional identity alone cannot lower employees’ intention to leave the industry. Organizational and industry support focusing on transcendent summons, passion and purposeful life are recommended.
Details
Keywords
Chunyu Zhang, Andreas Hirschi, Anne Herrmann, Jia Wei and Jinfu Zhang
The purpose of this paper is to test if the effects of a self-directed career attitude on career and life satisfaction are mediated by a person’s sense of calling and moderated by…
Abstract
Purpose
The purpose of this paper is to test if the effects of a self-directed career attitude on career and life satisfaction are mediated by a person’s sense of calling and moderated by job insecurity in a sample of Chinese employees.
Design/methodology/approach
Among a sample of Chinese employees (n=263), in this paper, a moderated mediation analysis with bootstrapping was applied to test the hypotheses.
Findings
The results showed that calling mediates the effects of a self-directed career attitude on career satisfaction and life satisfaction. Job insecurity moderated the effect on life satisfaction but not on career satisfaction. The effect on life satisfaction were stronger under higher levels of job insecurity.
Research limitations/implications
These results suggest that a self-directed career attitude may help people develop a calling, which in turn relates to increased subjective career success and well-being. In addition, the notion of a calling may be especially important for well-being in unstable job circumstances.
Originality/value
This study is the first to explore a calling and a self-directed career attitude in a sample of Chinese employees. Corresponding to contemporary China’s rapidly changing context of economy and career development, a self-directed career orientation plays an important role in Chinese employees’ calling and subjective career success.
Details
Keywords
Tiago Esteves, Miguel Pereira Lopes, Rosa Lutete Geremias and Patricia Jardim Palma
The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling.
Abstract
Purpose
The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling.
Design/methodology/approach
Workers’ sense of calling has been shown to relate to organizational outcomes such as job satisfaction, career development, personal growth, and well-being. Although recent studies point the sense of calling as a consequent of several organizational variables, the role of leadership in promoting workers’ sense of calling is yet to be analyzed. A self-report questionnaire was applied to a group of 325 Portuguese nurses to analyze this relation. Structural equation modeling was used to analyze the results.
Findings
Results indicate a positive relation between a leader perceived as transformational or transactional and workers’ sense of calling. Directive and empowering leadership perception were found not to be related to calling. Unexpectedly, a significant positive relation with aversive leadership perception was identified.
Research limitations/implications
A confounding relation between aversive leadership perception and sense of calling cannot be excluded. It is possible that an unknown third variable, such as resilience or positive affect, is serving as a mediating bridge between leadership perception and the sense of calling. Further studies are necessary in order to explore this alternative path.
Originality/value
The sense of calling is known as a relevant organizational construct. Knowing what kinds of leadership promote workers’ sense of calling adds value for the literature and can help managers to learn how to improve their followers’ sense of calling.
Details