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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Chameleonic Obsessive Job Passion: Demystifying The Relationships Between Obsessive Job Passion And In-Role And Extra-Role Performance, Marina N. Astakhova, Violet T. Ho
Chameleonic Obsessive Job Passion: Demystifying The Relationships Between Obsessive Job Passion And In-Role And Extra-Role Performance, Marina N. Astakhova, Violet T. Ho
Management Faculty Publications
In seeking to address the theoretical ambiguity regarding how and when obsessive job passion (OJP) leads to work performance, we integrate both self-verification and person–environment (P-E) fit perspectives to propose and test a moderated mediation model linking OJP to performance. We argue that OJP is indirectly related to co-worker-rated in-role and extra-role performance through self-verification, and these indirect links are conditioned by perceived demands–abilities (D-A) fit and needs–supplies (N-S) fit. Results from 190 healthcare professionals and their co-workers collected at three different time periods revealed the contrasting roles played by these two moderators. Individuals with higher OJP self-verify …
The Performance Implication Of Obsessive Work Passion: Unpacking The Moderating And Mediating Mechanisms From A Conservation Of Resources Perspective, Dejun Tony Kong, Violet T. Ho
The Performance Implication Of Obsessive Work Passion: Unpacking The Moderating And Mediating Mechanisms From A Conservation Of Resources Perspective, Dejun Tony Kong, Violet T. Ho
Management Faculty Publications
Work passion is an important determinant of work performance. While harmonious work passion (HWP) shows its consistent predictive value, obsessive work passion (OWP) appears to have a mixed relationship with work performance. To address this puzzle, we integrate research on OWP and emotional exhaustion with conservation of resources (COR) theory. Specifically, we argue that OWP determines emotional exhaustion, whose relationship with work performance is attenuated by leader-member exchange (LMX). By conducting a field study with a sample of 262 U.S. employees, we found supportive evidence, even when controlling for psychological detachment from work. The findings somewhat reconcile the inconsistent results …