85 Proactive Vitality Management, Work Engagement, and Creativity to creative performance when combined with a desire to develop mastery at work through learning, because creativity is often the result of a long trial-and-error process. Employees high in LGO question the status quo (Porath & Bateman, 2006), and will be most likely to be creative when they persist in the face of difficulties (i.e. high work engagement; Schaufeli & Bakker, 2010). People who are engaged in their work find their job tasks interesting and challenging which combined with LGO is channeled towards more creativity. When engagement is combined with a low LGO, employees will have the motivation but not the right mindset to work on their innovative ideas. Low LGO individuals will not use their engagement to search for performance feedback, and therefore, work engagement will not unleash creative performance. When employees want to avoid failure and negative social comparison evaluations, their work engagement is also not likely to influence creativity. The reason for this is that using engagement in the development of creative solutions to work problems does not guarantee success and is associated with the risk of setbacks, disappointments, and failures. Accordingly, “avoidance-oriented individuals may shy away from creative challenges” (Hirst, Van Knippenberg & Zhou, 2009; p. 284). Thus, even when they have high levels of engagement, a performance avoidance goal orientation will prevent engagement from influencing creativity. When individuals hold a PAGO, creativity becomes a risk that they are unwilling to take. Hypothesis 4. The positive relationship between work engagement and creativity is moderated by goal orientation. More specifically, this relationship is (a) stronger when employees have a learning goal orientation, and (b) weaker when employees have a performance avoidance goal orientation. METHOD Procedure and Participants Student research assistants recruited the participants of the study via network sampling (Demerouti & Rispens, 2014), which involved contacting companies from their own professional networks, using social media to promote the research, and making use of snowball sampling to find additional participants. This technique has the potential 4
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