A Passion for Work: Part 1 of 5

Every manager wants to increase employee engagement. But there’s a difference between being engaged and being truly passionate about your job–and the employee with a passion for the work is the one who will make a difference in the organization.

Work passion has been defined by the Ken Blanchard leadership training companies as “the positive emotional state of mind resulting from perceptions of worthwhile work, autonomy, collaboration, growth, fairness, recognition, connectedness to colleagues, and connectedness to leader.” This week, we’ll highlight research exploring the ways that management scholars and practitioners can increase their passion for the job and, in the process, their own life satisfaction and the quality of their contributions to the field.

JMI_72ppiRGB_powerpointFor our first installment, we turn the page to a Journal of Management Inquiry article published by Shelley Brickson of the University of Illinois, Chicago, in the June 2011 issue, “Confessions of a Job Crafter: How We Can Increase the Passion Within and the Impact of Our Profession“:

Job crafting, engaging in practices that alter our jobs for the better, has enormous potential to enliven scholars and to enhance our field’s societal impact. Drawing upon a personal tale, I outline various job crafting techniques in which I have engaged and note how these practices have transformed the level of satisfaction I feel for my job, profession, and life, while also enriching the quality of my research and teaching contributions. As profoundly positive as has been my experience with job crafting, I have also encountered some significant systemic obstacles. For the tenured, such obstacles would likely be frustrating, constraining passion and undermining contributions. For the untenured, many become pitfalls that can endanger careers. I address some of the obstacles that I encountered while engaging in job crafting practices, framing them in terms of what we can do to remove them. I am optimistic that, collectively, we can dramatically diminish and even abolish the obstacles outlined here for the benefit of scholars, the field, and society.

Read the complete article in the Journal of Management Inquiry, and click here to be notified about new research from the journal, which explores ideas and builds knowledge in management theory and practice, with a focus on creative, nontraditional research, as well as key controversies in the field.

This entry was posted in Work-Life Balance and tagged , , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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