When fit matters more: The effect of regulatory fit on adaptation to change

Petrou, Paraskevas; Demerouti, Evangelia; Häfner, Michael

doi:10.1080/1359432x.2013.832209

Cited by 35 publications

(28 citation statements)

References 74 publications

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“…Elliot et al (2011) showed that the temperament dimensions are distinctly related to the adoption of approach-or avoidance-based goals. Recent findings from Petrou, Demerouti, and H€ afner (2015) on regulatory focus indirectly support this anticipated interaction: They reported positive effects in terms of a match between dispositionally and situationally induced prevention focus (via the work environment) on work behaviour. With regard to job crafting and AAT, we also expected stronger effects when goals were being pursuit that are in line with the temperament dimensions (e.g., high scores on approach temperament combined with approach goals lead to higher seeking behaviours than in combination with the pursuit of other types of goals).…”

Section: Studymentioning

confidence: 95%

Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour

Bipp

Demerouti

2014

J Occupat & Organ Psyc

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114

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The aim of the current research was to examine to what degree basic personality dimensions serve as determinants of job crafting behaviour and to investigate how this behaviour can be influenced via behavioural intentions. In Study 1, we investigated the relationship of approach and avoidance temperament with job crafting in terms of seeking resources, seeking challenges, and reducing demands in a sample of 193 international employees. In Study 2 (n = 130 employees), we experimentally manipulated the current motivational state in terms of approach/avoidance goals and measured job crafting behaviours in a follow-up survey. Results confirmed that employees scoring high on approach temperament report to seek resources and demands, whereas employees scoring high on avoidance temperament tend to reduce hindering demands in the workplace. Furthermore, the manipulation of goals had indirect effects on job crafting via behavioural intentions. Although the effects of the concentration on approach goals on job crafting were contradictory to our expectations, the pursuit of avoidance goals led to higher demands-reducing behaviour. Taking everything together, we provide important insights into the effects of basic personality dimensions on job crafting behaviour and highlight the possibilities and boundaries for managers to influence the job crafting behaviours of employees. Practitioner pointsOur study provides insights about which types of employees alter their job demands and resources. Employees scoring high on approach temperament seek resources and demands, whereas employees scoring high on avoidance temperament reduce demands. Managers are able to influence job crafting behaviour indirectly by stimulating the pursuit of approach and/or avoidance goals. A sole focus on (performance) approach goals might have hindering effects in terms of positive job crafting behaviours.Several empirical studies have corroborated that the higher the degree of compatibility between the characteristics of a person and the situational features at work, the higher, for example, job satisfaction, or the lower turnover intentions (Kristof-Brown, Zimmermann, & Johnson, 2005). Consequently, individual characteristics such as personality traits are more and more taken into account to explain how job characteristics influence an

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Section: Studymentioning

confidence: 95%

Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour

Bipp

Demerouti

2014

J Occupat & Organ Psyc

Self Cite

114

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“…Extensive empirical evidence reveals that, from these two motivational approaches, primarily promotion focus is associated with enhanced creativity (Baas, De Dreu, & Nijstad, 2008;Lanaj et al, 2012;Neubert et al, 2008). Additionally, some evidence suggests that promotion focus relates to adaptivity (Petrou et al, 2015;Petrou, Demerouti, & Schaufeli, 2018). Personality research shows patterns consistent with these findingspeople that are high in promotion focus are selfefficacious, open to new experiences, and extraverted (Baas, Roskes, Sligte, Nijstad, & De Dreu, 2013;Lanaj et al, 2012;Vaughn, Baumann, & Klemann, 2008); they readily display extrarole performance and a learning orientation at work (Gorman et al, 2012), and have a preference for change rather than stability (Liberman et al, 1999).…”

Section: Promotion Focus Adaptivity and Creativitymentioning

confidence: 90%

“…Trait-level regulatory focus was measured with the shortened version (Petrou et al, 2015) of the questionnaire by Neubert et al (2008). The questionnaire included 5 items for promotion focus (e.g., "I spend a great deal of time envisioning how to fulfill my aspirations") and 5 items for prevention focus (e.g., "Fulfilling my work duties is very important to me").…”

Section: Methodsmentioning

confidence: 99%

“…This means that for people high in prevention focus to invest in creativity and adaptivity, clear motivators are needed (Roskes, Elliot, & De Dreu, 2014). For example, compared to employees high in promotion focus, employees high in prevention focus have a greater need to understand that adaptation is necessary and expected from them, before they actually adapt to changes (Petrou, Demerouti, & Häfner, 2015). In addition, when individuals high in prevention focus actively pursue not yet fulfilled goals, they feel motivated and energized, which boosts their creative output (Baas et al, 2011).…”

mentioning

confidence: 99%

“…Our paper delivers two distinct contributions to the literature. First, we build upon research implying that employees high in prevention focus adapt to change if they understand they have to (e.g., Petrou et al, 2015). Going one step further,…”

mentioning

confidence: 99%

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From prevention focus to adaptivity and creativity: the role of unfulfilled goals and work engagement

Petrou

Baas

Roskes

2019

European Journal of Work and Organizational Psychology

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Whereas promotion focus is consistently linked to high adaptivity (i.e., adjustment to changes) and creativity (i.e., generation of useful and original ideas), prevention focus is commonly associated with low adaptivity and creativity. The present study uncovers the conditions under which prevention focus may also have positive effects on adaptivity and creativity. First, we hypothesize that trait-level promotion focus positively relates to day-level adaptivity as well as creativity. More importantly, we hypothesize that trait-level prevention focus positively relates to day-level adaptivity and creativity when day-level goal fulfilment is low (i.e., two-way interactions) and that these effects are stronger when day-level work engagement is high (i.e., three-way interactions). To test our hypotheses, we conducted a daily diary survey among 209 employees from different occupational sectors, over five working days. As expected, trait promotion focus was positively related to adaptivity and creativity. Furthermore, trait prevention focus positively related to both adaptivity and creativity when day-level goal fulfilment was low anddaylevel work engagement was high (3-way interactions). None of the two-way interaction effects of trait prevention focus and goal fulfilment was significant. Our findings suggest that prevention focus and unfulfilled goals jointly should not only be seen as threats, but also as opportunities for adaptation and creativity.

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Self-Regulation Strategies and Regulatory Fit

Sassenberg

Vliek

2019

Social Psychology in Action

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When fit matters more: The effect of regulatory fit on adaptation to change

Cited by 35 publications

References 74 publications

Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour

Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour

From prevention focus to adaptivity and creativity: the role of unfulfilled goals and work engagement

Self-Regulation Strategies and Regulatory Fit

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