161 Proactive Vitality Management Among Employees with Chronic Liver Disease JD-R theory proposes two independent processes, and the current findings suggest that proactive vitality management may play a role in both of them for chronically ill employees, resulting in both health and motivational outcomes. These findings may be explained by the nature of the proactive vitality management construct. Proactive vitality management has theoretically been positioned as an overarching construct comprising multiple facets – affective, cognitive, and physical. Accordingly, the behavior may trigger various processes that may subsequently promote optimal functioning (cf. Op den Kamp et al., 2018; Ryan & Deci, 2008; Ryan & Frederick, 1997). With regard to the health impairment process, proactive vitality management may play a protective role (i.e., mitigating health impairment). As such, it can be contrasted with more reactive or even destructive behaviors that cause health impairment to progress, such as self-undermining (Bakker &Wang, 2020). Self-undermining refers to a process in which individuals may lose self-regulatory resources in reaction to job demands and strain, causing them to show undesirable behaviors that undermine their own effective functioning, again leading to increased levels of demands and stress. In contrast, through proactive vitality management, chronically ill individuals may intervene in a more proactive and timely manner, undertaking action before they might become depleted and their functioning impaired (Hockey, 1997; Op den Kamp et al., 2018). Parallel to the health impairment process, proactive vitality management seems to play an important role in the motivational process. Other behavioral strategies that have been studied in relation to the motivational process include, for example, job crafting (Tims et al., 2013) and playful work design (Scharp et al., 2019), with findings indicating that individuals may optimize their job and work conditions to become more engaged in their work. While proactive vitality management is focused on changing aspects of the self rather than the job, our findings suggest that the behavior may play a similar role for chronically ill employees, in mobilizing and activating resources that promote work engagement and, subsequently, creative work performance. Self-Insight The bottom-up approach that forms the basis of the current research centers around the idea that, compared to top-down parties that may play a valuable role, individuals are more equipped to take into account their own situational and personal needs, preferences, and restrictions. Building further on this, our findings suggest that higher 6
RkJQdWJsaXNoZXIy MTk4NDMw