Striking a Balance Between Work Effort and Resource Regeneration

Luc Dorenbosch ()
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Luc Dorenbosch: TNO|Research Institute for Work and Employment

A chapter in Sustainability and Human Resource Management, 2014, pp 155-180 from Springer

Abstract: Abstract In this chapter an individual mechanism of sustainable work performance as opposed to high work performance is explored – theoretically and empirically. It is stated that sustainable work performance is a joint function of high resource levels (energy, time and competences) and the allocation of resources which also allows for resource regeneration. Building on Conservation of Resource theory (COR; Hobfoll, 1989) and proactive work behavior literature (cf. Parker et al. 2006) the notion of employee vitality is discussed as a representation of the dynamic interplay between employee vigor and proactivity. An important feature is that high vitality employees can overcome the resource constraints to sustainable work performance over time. They can perform sustainably because high effort expenditure does not drain their resources but is likely to protect and help employees to regenerate them. In order to test some of the assumptions of employee vitality as a sustainable work performance concept, analyses of survey data from nearly 2,000 Dutch employees give empirical support for the assumptions. We close the chapter with an elaboration on employee vitality as a touchstone for Sustainable HRM activities and discuss the role of HRM in providing the right circumstances for employee vitality to occur.

Keywords: Work Performance; Organizational Citizenship Behavior; Work Effort; Work Engagement; Work Unit (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-642-37524-8_7

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DOI: 10.1007/978-3-642-37524-8_7

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