![]() Most definitions of flow have three elements in common, namely the total immersion in an activity (absorption), utmost enjoyment of which one is not necessarily aware, and intrinsic motivation (Bakker 2008 Csikszentmihalyi 1997 Larson and Richards 1994). Implications for theory, research, and practice are discussed. ![]() Furthermore, we argue that factors within the organizational context – such as human resource practices and leadership, as well as personal resources – such as self-efficacy and optimism, moderate the effectiveness of these strategies. We propose that workers may use four self-determination strategies to satisfy their basic needs, facilitate flow experiences, and, in turn, increase their job performance: self-leadership, job crafting, designing work to be playful, and strengths use. We use self-determination theory to argue that all human beings have basic needs for autonomy, competence, and relatedness, as well as an inherent tendency towards proactivity and growth. In this article, we propose that workers may also proactively create their own optimal experiences. ![]() In an organizational context, research has predominantly focused on situational predictors of flow – including challenge job demands and resources. Flow at work refers to a short-term peak experience that is characterized by absorption, work enjoyment, and intrinsic work motivation, and is positively related to various indicators of job performance. ![]()
0 Comments
Leave a Reply. |