36 Chapter 2 Discriminant Validity To thoroughly explore the nature of PVM, it is important to differentiate it fromconstructs that are relevant to the current context (i.e., associated with work and well-being), but should nevertheless be unrelated to PVM because of differences in nature (i.e., discriminant validity). To establish discriminant validity, one needs to demonstrate that the construct of interest is not, or only weakly correlated with other constructs that are theoretically different (Campbell & Fiske, 1959; Mitchell & Jolley, 2012). We have proposed that job crafting strategies may be related to PVM. However, one particular job crafting strategy, decreasing hindering job demands, may not be related to PVM. While changing the nature of work by decreasing its demanding aspects may help when one’s capacity to deal with work is insufficient, it is conceptually different from proactively managing physical and mental energy to promote one’s work outcomes. Additionally, research has shown that this particular job crafting strategy is unrelated, or even detrimental to well-being and performance (e.g., Tims, Bakker, & Derks, 2013), while we expect PVM to promote optimal functioning. Furthermore, we expect that PVM is unrelated to psychological detachment after work (i.e., a recovery experience; Sonnentag & Fritz, 2007). Psychological detachment involves the experience of mental disengagement fromwork (i.e., not thinking about work) to help one recover, and can therefore be beneficial to well-being. While activities after work that stimulate psychological detachment may, theoretically, also be proactively initiated to manage vitality for work purposes, psychological detachment entails withdrawal from work in a response to strain (Sonnentag & Fritz, 2015). This may be a different process than proactively preparing oneself physically and mentally to promote work outcomes. Moreover, research has shown that high levels of psychological detachment may be detrimental to work performance and creativity (de Bloom, Kinnunen, & Korpela, 2015; de Jonge, Spoor, Sonnentag, Dormann, & van den Tooren, 2012; Sonnentag et al., 2017). As we expect PVM to promote work outcomes, such as regular task performance and creativity, this means that the two constructs may have differential predictive value, further supporting discriminant validity. Hypothesis 3: Proactive vitality management is unrelated to (a) decreasing hindering job demands and (b) psychological detachment.
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