The Effect of Job Calling on Job Proactive Behavior and Thriving At Work with Mediating Role of promotion Focus and Job Crafting

Naami, Abdulzahra; Askari, Mahboobeh

doi:10.22055/psy.2024.45247.3153

The Effect of Job Calling on Job Proactive Behavior and Thriving At Work with Mediating Role of promotion Focus and Job Crafting

Document Type : Research Article

Authors

abdulzahra naami ¹

mahboobeh askari ²

¹ Professor, Department of Psychology, Faculty of Education and Psychology, Shahid Chamran University of of Ahvaz, Ahvaz, Iran.

² Ph.D. of Industrial and Organizational Psychology, Faculty of Education and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran.

10.22055/psy.2024.45247.3153

Abstract

Many employees are seeking meaning and purpose in their working lives. Some perceive that they have a calling, a pull to do work that serves a greater purpose for others and society. Individuals across different kinds of occupations may perceive that they have a calling. which is a significant personal resource and work orientation outcomes across studies. Thus, societies and organisations may benefit greatly from having employees with a calling. job calling may lead some employees to enact strategies such as job crafting, which is manipulating the job demands and job resources in their work to enhance their work identities and to live out their job calling or be closely aligned to it in their work. Thus the purpose of this of study was to investigate the effect of job calling on job proactive behavior and thriving at work mediated by job crafting and promotion focus. The statistical population of the study consisted of 200 nurses from Ahvaz Hospitals, who were randomly selected. Research tools include CS (Calling Scale, Dobrow and Tosti, 2011), JCQ (Job Crafting Questionnaire, Laurence, 2010 ), RFS (Regulatory Focus Scale, Lockwood et al., 2002), PPS (Proactive Behavior Scale, Seibert et al., 1999), TAW (Thriving at Work Scale, Spreitzer et al, 2012). Structural Equation Modeling (SEM) and version 24 statistical methods AMOS showed that the proposed model fits well. The results showed that the direct paths of job calling to the mediating variables, ie jobcrafting and promotion focus, were significant. In addition, the paths of job calling to the consequences, ie job proactive behavior and thriving at work became meaningful. The indirect path of job calling to job proactive behavior was significant through the promotion focus, but the indirect path of job calling to thriving at work through job crafting was not significant. In practice, organizations should encourage job calling. In order to generalize the results, it is suggested to undertake further research on other samples. Recommendations are then made on further studies on the relationships of job calling with job crafting and thriving at work. Implications for employees, management and HR are also highlighted

Keywords

job calling

job crafting

job proactive behavior

promotion focus

thriving at work

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