DOI
10.1111/j.1467-6486.2009.00878.x
Abstract
We propose a model of job passion that links two types of passion, harmonious and obsessive passion, to employees’ work performance, via the mediating mechanism of cognitive engagement (comprising attention and absorption). Results from a survey conducted with 509 employees from an insurance firm indicate that employees with harmonious passion performed better at work, and that this relationship was mediated primarily by cognitive absorption, that is, the intensity of focus and immersion experienced by the employees when working. However, even though obsessive passion was negatively related to cognitive attention (i.e., the amount of cognitive resources spent thinking about work), it did not have a significant relationship to work performance overall. We identify and discuss research and practical implications for job passion and performance management.
Document Type
Article
Publication Date
1-2011
Publisher Statement
Copyright © 2011 John Wiley & Sons. Article first published online: 23 SEP 2009. DOI: 10.1111/j.1467-6486.2009.00878.x.
The definitive version is available at: http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2009.00878.x/pdf
Full citation:
Ho, Violet T., Sze-Sze Wong, and Chay Hoon Lee. "A Tale of Passion: Linking Job Passion and Cognitive Engagement to Employee Work Performance."Journal of Management Studies 48, no. 1 (January 2011): 26-47. doi:10.1111/j.1467-6486.2009.00878.x.
Recommended Citation
Ho, Violet; Wong, Sze-Sze; and Lee, Chay Hoon, "A Tale of Passion: Linking Job Passion and Cognitive Engagement to Employee Work Performance" (2011). Management Faculty Publications. 48.
https://scholarship.richmond.edu/management-faculty-publications/48
Included in
Business Administration, Management, and Operations Commons, Industrial and Organizational Psychology Commons, Performance Management Commons