Tale of Job Passion Review
Ho et al (2011) seeks to present a clearer perception of Job passion as a quality that embraces emotional and a conscious mental process which can be worked into two different forms- Harmonious Passion and Obsessive passion; explore the two types of passion in relation to superiors appraisal on Job outcomes and finally to explain the connection between passion and performance. As Hegel (cited in Mageau et al, 2009:602) stated,” passion is perceived as a necessary ingredient for higher achievements”, this necessitates the feeling that job passion should affect job deliverables.
The research was developed on the framework of cognitive theory leveraging on the concept of entrepreneurial passion and Role investment theory. Chen et al (2009:201) defines “entrepreneurial passion as an entrepreneur’s intense affective state accompanied by cognitive and behavioural manifestations of high value”. Chances are an activity that is important to an individual or group would yield better result simply because it’s expected that the individual will put in extra effort.
Vallerand et al (2003:756) classified passion to be of two types i.e. “harmonious passion which is associated with voluntary internalization of the job and obsessive passion which deals with a pressured internalization of the job”. Forest et al (2011:28) however believes that “Harmonious passion is linked to positive consequences while Obsessive passion is related to less positive or negative consequences”. Furthermore, Ho et al (2011) viewed job passion as simultaneously encompassing both affective and cognitive features. The affective nature represents a fondness for the work while the cognitive nature places the job as important to the individual (Cardon et al, 2003:515). The research differentiated job passion from other attitudes such as extrinsic and intrinsic motivation, flow, job satisfaction etc that can be confused for work passion.
Ho et al (2011) believes that whatever outcome that can be
The research was developed on the framework of cognitive theory leveraging on the concept of entrepreneurial passion and Role investment theory. Chen et al (2009:201) defines “entrepreneurial passion as an entrepreneur’s intense affective state accompanied by cognitive and behavioural manifestations of high value”. Chances are an activity that is important to an individual or group would yield better result simply because it’s expected that the individual will put in extra effort.
Vallerand et al (2003:756) classified passion to be of two types i.e. “harmonious passion which is associated with voluntary internalization of the job and obsessive passion which deals with a pressured internalization of the job”. Forest et al (2011:28) however believes that “Harmonious passion is linked to positive consequences while Obsessive passion is related to less positive or negative consequences”. Furthermore, Ho et al (2011) viewed job passion as simultaneously encompassing both affective and cognitive features. The affective nature represents a fondness for the work while the cognitive nature places the job as important to the individual (Cardon et al, 2003:515). The research differentiated job passion from other attitudes such as extrinsic and intrinsic motivation, flow, job satisfaction etc that can be confused for work passion.
Ho et al (2011) believes that whatever outcome that can be
References: Anderson, J. C. and Gerbing, D. W. (1988). ‘Structural equation modeling in practice: a review and recommended two-step approach’. Psychological Bulletin, 103, 411–23. Cardon, M.S., Wincent, J., Singh, J. and Drnovsek, M. (2009). ‘The Nature and Experience of Entrepreneurial Passion’. Academy of Management Review, 34(3), 511-532. Chen, X-P., Yao, X. and Kotha, S. (2009). ‘Entrepreneur Passion and Preparedness in Business Plan Presentations: A Persuasion Analysis of Venture Capitalists’ Funding Decisions’. Academy of Management Journal, 52(1), 199-214. Gagné, M. and Deci, E.L. (2005). ‘Self-Determination theory and work motivation’. Journal of Organizational Behavior, 26, 331-362. Ho, V.T., Wong, S-S. and Lee, C.H. (2011). ‘A Tale of Passion: Linking Job Passion and Cognitive Engagement to Employee Work Performance’. Journal of Management Studies, 48, 28-47. Przybylski, A. K., Weinstein, N., Ryan, R.M. and Rigby, C.S. (2009).‘Having to versus wanting to play: Background and Consequences of Harmonious versus Obsessive Engagement in Video Games’. CyberPsychology & Behaviour, 12(5), 485-492. Rothbard, A.P. (2001). ’Enriching or Depleting? The Dynamics of Engagement in work and Family Roles’. Administrative Science Quarterly, 46,699-730. Vallerand, R.J., Mageau, G.A., Ratelle, C., Léonard, M., Blanchard, C., Gagné, M. and Marsolais, J. (2003). ’Les Passions de l’Âme: On Obsessive and Harmonious Passion’. Journal of Personality and Social Psychology, 85(4), 756-767. Vallerand, R.J., Salvy, S-J., Mageau, G.A., Elliot, A. J., Denis, P.L., Grouzet, F.M.E. and Blanchard, C. (2007). ‘On the Role of Passion in Performance’. Journal of Personality, 75(3), 505-533. Wang, C.K.J., Khoo, A., Liu, W.C. and Divaharan, S. (2008). ‘Passion and Intrinsic Motivation in Digital Gaming’. CyberPsychology & Behaviour, 11(1), 39-45. Zigarmi, D., Houson, D., Diehl, J. and Witt, D. (2010). ‘Employee Work Passion: A New Look at Engagement’. Chief Learning Officer, 9(6), 32-35. APPENDIX – Hypotheses (Ho et al., 2011) Hypothesis 1a: Harmonious passion is positively related to cognitive absorption.