It's Mine! Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement
Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature o...
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| Veröffentlicht in: | Journal of applied psychology 2019-02, Vol.104 (2), p.229-246 |
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| container_title | Journal of applied psychology |
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| creator | Wang, Lin Law, Kenneth S Zhang, Melody Jun Li, Yolanda Na Liang, Yongyi |
| description | Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership. Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership. At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership. These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation. The theoretical and practical implications are discussed. |
| doi_str_mv | 10.1037/apl0000337 |
| format | Article |
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Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement</title><source>APA PsycARTICLES</source><source>Applied Social Sciences Index & Abstracts (ASSIA)</source><source>MEDLINE</source><creator>Wang, Lin ; Law, Kenneth S ; Zhang, Melody Jun ; Li, Yolanda Na ; Liang, Yongyi</creator><contributor>Chen, Gilad</contributor><creatorcontrib>Wang, Lin ; Law, Kenneth S ; Zhang, Melody Jun ; Li, Yolanda Na ; Liang, Yongyi ; Chen, Gilad</creatorcontrib><description>Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership. Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership. At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership. These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation. 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Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement</title><title>Journal of applied psychology</title><addtitle>J Appl Psychol</addtitle><description>Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership. Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership. At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership. These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation. The theoretical and practical implications are discussed.</description><subject>Adult</subject><subject>Attention</subject><subject>Avoidance</subject><subject>Avoidance behavior</subject><subject>Behavior</subject><subject>Citizenship</subject><subject>Employment - psychology</subject><subject>Ethics</subject><subject>Female</subject><subject>Human</subject><subject>Humans</subject><subject>Indirect effects</subject><subject>Job Performance</subject><subject>Male</subject><subject>Motivation</subject><subject>Multisource</subject><subject>Organizational Citizenship Behavior</subject><subject>Organizational citizenship behaviour</subject><subject>Organizations</subject><subject>Ownership</subject><subject>Psychological aspects</subject><subject>Psychological Engagement</subject><subject>Social Behavior</subject><subject>Territoriality</subject><subject>Test Construction</subject><subject>Work Engagement</subject><subject>Workplaces</subject><issn>0021-9010</issn><issn>1939-1854</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2019</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><sourceid>7QJ</sourceid><recordid>eNqF0c9rFDEUB_Agil1XL_4BEvFgkY7m52RylFJrS3V7UDyGTOZlO3UmGZMZtf-92W5V8GIIhJDP-xLeQ-gpJa8p4eqNnQZSFufqHlpRzXVFGynuoxUhjFaaUHKAHuV8TQgVXJOH6ICXByprvUL5bH6Z8Yc-wHN8mW_cVRzitnd2wJsfAVK-6iccPd4EKOw8tvjk5zTYPmR8GXM_998B29Dhj7C1t5cvMX0twAHeLLOLI-Rd-W1h2NotjBDmx-iBt0OGJ3fnGn1-d_Lp-H11sTk9O357UVnRqLkSXnvNGy5FRzxwb6mTzioPhLWtUrZluqmptI3thPC0ZqpWUvpONJIRWQNfo8N97pTitwXybMY-OxgGGyAu2bDSvVoxonWhL_6h13FJofyuqIbXUnHyH0U4E4KXvUav9sqlmHMCb6bUjzbdGErMbmDm78AKfnYXubQjdH_o7wkVcLQHdrJmKhOyae7dANktKZVm7sJKqjDMMKb5L-BYnig</recordid><startdate>201902</startdate><enddate>201902</enddate><creator>Wang, Lin</creator><creator>Law, Kenneth S</creator><creator>Zhang, Melody Jun</creator><creator>Li, Yolanda Na</creator><creator>Liang, Yongyi</creator><general>American Psychological Association</general><scope>CGR</scope><scope>CUY</scope><scope>CVF</scope><scope>ECM</scope><scope>EIF</scope><scope>NPM</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7RZ</scope><scope>PSYQQ</scope><scope>7QJ</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope><scope>7X8</scope><orcidid>https://orcid.org/0000-0003-3074-8311</orcidid><orcidid>https://orcid.org/0000-0003-3430-6959</orcidid><orcidid>https://orcid.org/0000-0003-3859-7482</orcidid></search><sort><creationdate>201902</creationdate><title>It's Mine! Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement</title><author>Wang, Lin ; Law, Kenneth S ; Zhang, Melody Jun ; Li, Yolanda Na ; Liang, Yongyi</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-a487t-4f9f938354d0fe3fa1c5ca7fe02bb77ab298615a8ad44f16276755fd4852056e3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2019</creationdate><topic>Adult</topic><topic>Attention</topic><topic>Avoidance</topic><topic>Avoidance behavior</topic><topic>Behavior</topic><topic>Citizenship</topic><topic>Employment - psychology</topic><topic>Ethics</topic><topic>Female</topic><topic>Human</topic><topic>Humans</topic><topic>Indirect effects</topic><topic>Job Performance</topic><topic>Male</topic><topic>Motivation</topic><topic>Multisource</topic><topic>Organizational Citizenship Behavior</topic><topic>Organizational citizenship behaviour</topic><topic>Organizations</topic><topic>Ownership</topic><topic>Psychological aspects</topic><topic>Psychological Engagement</topic><topic>Social Behavior</topic><topic>Territoriality</topic><topic>Test Construction</topic><topic>Work Engagement</topic><topic>Workplaces</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Wang, Lin</creatorcontrib><creatorcontrib>Law, Kenneth S</creatorcontrib><creatorcontrib>Zhang, Melody Jun</creatorcontrib><creatorcontrib>Li, Yolanda Na</creatorcontrib><creatorcontrib>Liang, Yongyi</creatorcontrib><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>APA PsycArticles®</collection><collection>ProQuest One Psychology</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>MEDLINE - Academic</collection><jtitle>Journal of applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Wang, Lin</au><au>Law, Kenneth S</au><au>Zhang, Melody Jun</au><au>Li, Yolanda Na</au><au>Liang, Yongyi</au><au>Chen, Gilad</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>It's Mine! Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement</atitle><jtitle>Journal of applied psychology</jtitle><addtitle>J Appl Psychol</addtitle><date>2019-02</date><risdate>2019</risdate><volume>104</volume><issue>2</issue><spage>229</spage><epage>246</epage><pages>229-246</pages><issn>0021-9010</issn><eissn>1939-1854</eissn><abstract>Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership. Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership. At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership. These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation. 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| source | APA PsycARTICLES; Applied Social Sciences Index & Abstracts (ASSIA); MEDLINE |
| subjects | Adult Attention Avoidance Avoidance behavior Behavior Citizenship Employment - psychology Ethics Female Human Humans Indirect effects Job Performance Male Motivation Multisource Organizational Citizenship Behavior Organizational citizenship behaviour Organizations Ownership Psychological aspects Psychological Engagement Social Behavior Territoriality Test Construction Work Engagement Workplaces |
| title | It's Mine! Psychological Ownership of One's Job Explains Positive and Negative Workplace Outcomes of Job Engagement |
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