Impact of thriving at work on eustress and distress: career growth as mediator

Abstract

Purpose Thriving at work can affect eustress and distress differently, so the main purpose of this study is to determine the impact of thriving at work on stress and to extend the existing literature on stress by examining the mediating mechanism of career growth, which is one of the functions of human resource development, in the relationship between thriving at work and stress. Person environment fit theory is used to explain the framework. Design/methodology/approach Data were collected from 179 employees of the hospitality sector of Pakistan to assess the impact of thriving at work on eustress and distress through the mediation of career growth. Structural equation modeling was used to test the hypotheses. Findings Results revealed thriving at work is positively related to eustress whereas it is negatively related to distress, and there is a positive association between thriving and career growth. Furthermore, career growth appeared as an effective explanatory mechanism for relationships between thriving at work and stress. Implications for managers are also discussed. Originality/value This study encompasses both positive and negative stressors. There are lots of studies available that examine thriving at work and stress, but the present study aims to examine the impact of thriving on both aspects of stress in the presence of career growth as the mediator in the hospitality sector of Pakistan. It also opens new avenues for research on P-E fit theory to gain benefit from the eustress of employees.

Can resilience promote calling among Chinese nurses in intensive care units during the COVID-19 pandemic? The mediating role of thriving at work and moderating role of ethical leadership

“…Resilience is a dynamic progress of successful adaptability in facing a difficult situation, which contributes to the ability to cope well with adversity and change (McDonald et al, 2016 ). A previous study indicated that thriving had a positive impact on employability (Hennekam, 2017 ) and present stress (Um-e-Rubbab et al, 2021 ), suggesting that it helps individuals to attain success and wellbeing in their careers (Yang and Li, 2021 ). Thus, a person with a high-level resilience is more likely to have a greater self-efficacy and high sense of employability and post competency through indirect promotion of thriving at work, further contributing to greater calling.…”

“…Being an integrated state by a form of vitality and a sense of learning at work, thriving at work is regarded as a positive psychology, which contributes to both individual and organizational outcomes. At the individual level, thriving at work is positively related to positive health (Walumbwa et al, 2018 ), lower stress (Um-e-Rubbab et al, 2021 ), reduced burnout (Hildenbrand et al, 2018 ), and positive self-leadership (Abid et al, 2021 ). Moreover, thriving at work has a positive relationship with collective affective commitment (Walumbwa et al, 2018 ), career growth (Um-e-Rubbab et al, 2021 ), career adaptability (Jiang, 2017 ), creative behavior (Alikaj et al, 2021 ), voice behavior (Sheng and Zhou, 2021 ), innovative behavior (Wang et al, 2019 ), life satisfaction (Zhai et al, 2020 ), and so on.…”

“…At the individual level, thriving at work is positively related to positive health (Walumbwa et al, 2018 ), lower stress (Um-e-Rubbab et al, 2021 ), reduced burnout (Hildenbrand et al, 2018 ), and positive self-leadership (Abid et al, 2021 ). Moreover, thriving at work has a positive relationship with collective affective commitment (Walumbwa et al, 2018 ), career growth (Um-e-Rubbab et al, 2021 ), career adaptability (Jiang, 2017 ), creative behavior (Alikaj et al, 2021 ), voice behavior (Sheng and Zhou, 2021 ), innovative behavior (Wang et al, 2019 ), life satisfaction (Zhai et al, 2020 ), and so on. Meanwhile, thriving at work as a mediator has been verified in various fields and career groups.…”

Effect of Paternalistic Leadership on Employee Creativity and Organizational Citizenship Behavior

“…Such a kind attitude creates a healthy and trustworthy environment (Islam et al, 2022). Leaders with paternalistic leadership result in greater employee performance (Faiz et al, 2022). Therefore, it could be concluded that leaders having paternalistic leadership qualities are having followers with positive attitudes and behavior.…”

“…Paternalism is commonly known as a type of paternalistic initiative which can be characterized as a standout amongst the most striking social qualities of Pacific Asian society's nations. The idea is more pertinent in nations, for example, Pakistan, Taiwan, Japan, China, India, and Korea (Faiz et al, 2022). The paternalistic leadership style has insignificant results for these nations but it is additionally common in nations of the Middle East Islam et al (2022) and Latin America (Osland and Osland, 2005).…”