Browsing by Author "Khapova, Svetlana N."
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- ItemAmbition at work and career satisfaction : the mediating role of taking charge behavior and the moderating role of pay(Emerald Group Publishing Ltd., 2017) El Baroudi, Sabrine; Fleisher, Chen; Khapova, Svetlana N.; Jansen, Paul; Richardson, JuliaPurpose: The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee career satisfaction. Design/methodology/approach: A two-wave quantitative investigation was conducted among alumni of a large public university in the Netherlands. Findings: The results show that taking charge behavior mediates the positive relationship between employee ambition and career satisfaction. They also show that pay positively moderates this mediation, such that the relationship between employee ambition and taking charge behavior is stronger when ambitious employees receive an increase in pay, leading to increased career satisfaction. Conversely, a decrease in pay does not moderate ambitious employees’ taking charge behavior and the impact on their career satisfaction. Research limitations/implications: The study draws on self-report data collected in one country: the Netherlands. Practical implications: The study highlights the importance of pay for higher job involvement, demonstrating its impact on taking charge behavior among employees with higher levels of ambition. Originality/value: This is the first empirical study to examine the impact of pay on employees’ taking charge behavior and the subsequent implications for career satisfaction. © 2017, © Emerald Publishing Limited.
- ItemThe Effects of Age on Job Crafting: Exploring the Motivations and Behavior of Younger and Older Employees in Job Crafting(Springer Science and Business Media B.V., 2017) Baroudi, Sabrine El; Khapova, Svetlana N.Purpose: This paper contributes to the job-crafting theory of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001) by exploring the effects of age on job-crafting behaviors (i.e., task crafting, relational crafting, and cognitive crafting) and on job-crafting motivations (i.e., the need for personal control, the desire to create and sustain a positive self-image, and the need for human connection). Design/methodology/approach: Semi-structured interviews were conducted with 16 younger and 15 older employees (n = 31) at a socially responsible non-profit organization in the Netherlands. The qualitative data were analyzed in two major steps: (1) identifying job-crafting motivations and behaviors in older and younger employees and (2) identifying and comparing the differences in the job-crafting motivations and behaviors between older employees and younger employees. Findings: We found that both older and younger employees are likely to engage in job-crafting behavior to assert control over their jobs and to create a positive self-image. However, younger employees may have two different motivations (personal control and positive self-image) for engaging in such job-crafting behavior. Whereas both younger and older employees engage the most in task crafting, younger employees are more likely to engage in all three types of job-crafting behavior; additionally, we found that the three different forms of job-crafting behavior of younger employees occur in conjunction with one another. Research limitations/implications: This study contributes to the original job-crafting model of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001) by including the effect of age in the model, and by demonstrating the importance of studying the three original main job-crafting motivations and behaviors separately from one another. Practical implications: This paper addresses the multigenerational challenges of the contemporary workforce. It demonstrates that managers may play a pivotal role in stimulating older employees to engage in job-crafting behaviors by informing them about job-crafting strategies and providing them with more opportunities to engage in job crafting. Originality/value: This paper is original in that it re-examines, refines, and enriches the job-crafting model of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001), which is receiving a growing interest among researchers and business practitioners. © 2017, Springer International Publishing Switzerland.