The baby and the bathwater: On the need for substantive–methodological synergy in organizational research

Hofmans, Joeri; Morin, Alexandre J. S.; Breitsohl, Heiko; Ceulemans, Eva; Chénard-Poirier, Léandre Alexis; Driver, Charles C.; Fernet, Claude; Gagné, Marylène; Gillet, Nicolas; González-Romá, Vicente; Grimm, Kevin J.; Hamaker, Ellen L.; Hau, Kit‐Tai; Houle, Simon A.; Howard, Joshua L.; Kline, Rex B.; Kuijpers, Evy; Leyens, Theresa; Litalien, David; Mäkikangas, Anne; Marsh, Herbert W.; McLarnon, Matthew J. W.; Meyer, John P.; Navarro, José; Olivier, Élizabeth; O’Neill, Thomas A.; Pekrun, Reinhard; Salmela‐Aro, Katariina; Solinger, Omar; Sonnentag, Sabine; Tay, Louis; Tóth‐Király, István; Vandenberghe, Christian; Rossenberg, Yvonne Van; Vantilborgh, Tim; Vergauwe, Jasmine; Vullinghs, Jesse T.; Wang, Mo; Wen, Zefeng; Wille, Bart

doi:10.1017/iop.2021.111

Cited by 16 publications

(10 citation statements)

References 40 publications

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“…Furthermore, their global levels of work engagement would certainly offer these individuals the psychological nutrients they need to be highly functional at work (Huyghebaert-Zouaghi, Caesens, et al, 2022), although a negative imbalance between these work engagement components may still make it harder for them to truly experience a complete lack of negative manifestations of burnout. These findings thus capitalize on the growing person-centered research stream in organizational studies (Hofmans et al, 2021) to provide a more nuanced perspective on the motivational premise of burnout.…”

Section: Associations Between Burnout and Work Engagement Profile Mem...mentioning

confidence: 81%

“…By focusing on subpopulations characterized by distinct configurations, or profiles, on a set of variables, person‐centered analyses thus seem naturally suited to study the joint effects of such complex variable combinations (Morin et al, 2018). As an added benefit, the person‐centered approach tends to be better aligned with managers' natural tendency to think in terms of categories rather than complex variable relations (Hofmans et al, 2021). Thus, rather than having to decode complex patterns of interrelations and interactions between variables, person‐centered results allow managers to easily identify types of employees and actionable levers of intervention to increase the likelihood of more desirable work engagement and burnout profiles.…”

Section: Introductionmentioning

confidence: 99%

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Teachers' profiles of work engagement and burnout over the course of a school year

et al. 2023

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This research relies on a combination of variable‐ and person‐centered approaches to improve our understanding of the dimensionality of work engagement and burnout. Among 1004 teachers who completed a questionnaire twice over an eight‐month period, our results first revealed that work engagement and burnout ratings simultaneously reflected two global overarching constructs co‐existing with six specific dimensions (vigor, dedication, and absorption as well as emotional exhaustion, cynicism, and professional efficacy). We then examined the profiles taken by these global and specific dimensions, documented their stability and interrelations over time, and tested their associations with theoretically relevant predictors. Three work engagement (Vigorously Engaged, Disengaged, Engaged) and three burnout (Burned‐Out, Adapted, Normative) profiles were identified. Most Disengaged teachers at Time 1 corresponded to the Burned‐Out profile at Time 2, and most Burned‐Out teachers at Time 1 corresponded to the Disengaged profile at Time 2. Workload perceptions increased teachers' likelihood of membership into the Disengaged profile relative to the Engaged one. In contrast, most job resources perceptions (control, rewards, and values) predicted an increased likelihood of membership into the Engaged profile relative to the Disengaged one.

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Section: Associations Between Burnout and Work Engagement Profile Mem...mentioning

confidence: 81%

Section: Introductionmentioning

confidence: 99%

Teachers' profiles of work engagement and burnout over the course of a school year

et al. 2023

Self Cite

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“…Moreover, although job engagement is generally considered to be a dynamic construct that fluctuates over time (Sonnentag et al, 2021), only a handful of studies have adopted a methodological approach that accounts for this dynamic perspective (Hofmans et al, 2021). As a second contribution, the present study longitudinally addresses this limitation through latent curve modelling (LCM; Bollen & Curran, 2006) to achieve a better understanding of how job engagement trajectories evolve over a 1‐year period.…”

Section: Introductionmentioning

confidence: 99%

“…Job engagement, like many other psychological constructs (Hofmans et al, 2021; Navarro et al, 2020), has never been conceptualized as a static phenomenon, but rather as a dynamic construct which fluctuates over time and shares time‐structured associations with other constructs (e.g., Byrne et al, 2016; Crawford et al, 2010; Sonnentag et al, 2021). Unfortunately, the bulk of research on job engagement has relied on cross‐sectional designs or on limited longitudinal designs (including only two measurement points; Gillet et al, 2020; Rich et al, 2010), making it impossible to capture the dynamic nature of job engagement trajectories (Fletcher et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Job engagement trajectories: Their associations with leader–member exchange and their implications for employees

Tóth‐Király

Gillet

Inhaber

et al. 2023

J Occupat & Organ Psyc

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The present study seeks to achieve a dynamic understanding of employees' job engagement trajectories, and of their time‐structured associations with leader–member exchange (LMX) and outcomes related to psychological adaptation (turnover intentions, emotional exhaustion, job satisfaction and life satisfaction). A sample of 285 employees was surveyed three times (6 months apart) over a 1‐year period. Results revealed that employees' global job engagement followed high and stable trajectories, their specific cognitive and emotional job engagement followed slightly decreasing trajectories, and their specific physical engagement displayed non‐linear trajectories characterized by an initial decrease followed by a slight increase. Specific LMX contribution and LMX professional respect were associated with positive fluctuations in global job engagement, whereas global LMX was associated with positive fluctuations in specific emotional engagement. Specific LMX loyalty and LMX affect (at Time 1 only) were associated with positive fluctuations in specific physical engagement, whereas global LMX was negatively associated with these fluctuations. Higher global job engagement and specific emotional engagement were associated with negative fluctuations in turnover intentions and emotional exhaustion and with positive fluctuations in job satisfaction. Higher specific physical engagement was associated with negative fluctuations in job satisfaction, whereas higher specific cognitive engagement was associated with lower life satisfaction.

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“…Looking at the co‐development of GSE and OBSE is informative with respect to several issues, and answer to the call for more substantive–methodological synergy in organizational research (see Hofmans et al, 2021). For example, it allows to track the developmental trajectory of bot construct separately and then link the development of both forms of self‐esteem to relevant organizational outcomes.…”

Section: Introductionmentioning

confidence: 99%

Longitudinal correlated changes of global and organization‐based self‐esteem at work

Filosa

Alessandri

2023

Applied Psychology

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The role of different forms of self‐esteem (i.e., global vs. domain‐specific) at work and their longitudinal changes and associations have yet to be examined. Our aim is to analyze the pattern of longitudinal changes between global self‐esteem (GSE) and organization‐based self‐esteem (OBSE). We used three‐wave longitudinal data (N = 1616) of newcomers at the beginning of their career. Results from multivariate latent growth curve models revealed that OBSE and GSE decreased linearly. Their trajectories were positively correlated (rslopes = 0.52), suggesting positive longitudinal associations between changes in both forms of self‐esteem. Finally, OBSE and GSE trajectories differently predicted changes in job satisfaction, commitment, work engagement, and burnout. Findings support the importance of simultaneously considering both forms of self‐esteem at work.

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The baby and the bathwater: On the need for substantive–methodological synergy in organizational research

Cited by 16 publications

References 40 publications

Teachers' profiles of work engagement and burnout over the course of a school year

Teachers' profiles of work engagement and burnout over the course of a school year

Job engagement trajectories: Their associations with leader–member exchange and their implications for employees

Longitudinal correlated changes of global and organization‐based self‐esteem at work

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