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Maria Tims
University of Amsterdam
Job designJob attitudePsychologyJob performanceJob analysis
62Publications
15H-index
2,696Citations
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Publications 62
Newest
#1Scott B. Dust (Miami University)H-Index: 6
#2Maria Tims (UvA: University of Amsterdam)H-Index: 15
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#1Yin Man (Christine) Fong (VU: VU University Amsterdam)
#2Maria Tims (VU: VU University Amsterdam)H-Index: 15
Last. Susanne Beijer (VU: VU University Amsterdam)H-Index: 5
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#1Emma M. Op den Kamp (EUR: Erasmus University Rotterdam)H-Index: 2
#2Arnold B. Bakker (UJ: University of Johannesburg)H-Index: 109
Last. Evangelia Demerouti (UJ: University of Johannesburg)H-Index: 66
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textabstractIntegrating proactivity and creativity literatures, we argue that people can perform more creatively at work when they proactively manage their levels of vitality. Proactive vitality management is defined as individual, goal‐oriented behavior aimed at managing physical and mental energy to promote optimal functioning at work. We hypothesize that this process may be facilitated by being aware of one's own state and by support from others. A total of 242 employees participated in a wee...
2 CitationsSource
#1Arnold B. Bakker (UJ: University of Johannesburg)H-Index: 109
#2Paraskevas Petrou (EUR: Erasmus University Rotterdam)H-Index: 11
Last. Maria Tims (UvA: University of Amsterdam)H-Index: 15
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This study tested the hypothesis that individuals can proactively manage their own energetic, affective, and cognitive resources in order to be creative at work. Building on proactivity and creativity literatures, we propose a theoretical model in which employees who proactively manage their vitality are more engaged in their work and show improved creative performance. We also tested the boundary conditions of this process. Participants were Dutch employees from various occupations who filled o...
1 CitationsSource
#1Susan der Kinderen (VU: VU University Amsterdam)
#2Amber Valk (VU: VU University Amsterdam)
Last. Maria Tims (VU: VU University Amsterdam)H-Index: 15
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Demanding and complex work within mental health care organizations places employee well-being at risk and raises the question of how we can positively influence the psychological well-being and functioning of these employees. This study explores the role of servant leadership and workplace civility climate in shaping eudaimonic well-being among 312 employees in a Dutch mental health care organization. The findings showed that servant leadership had a stronger relationship with eudaimonic well-be...
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#1Maria TimsH-Index: 15
#2Jos AkkermansH-Index: 14
Individuals can proactively craft their careers by shaping both their individual jobs and the series of jobs or roles that comprise their career journeys. This chapter illustrates how being proactive at one’s job (i.e., job crafting) may allow individuals to achieve better jobs for themselves and how being competent with regard to one’s career (i.e., career competencies) may help individuals better proactively navigate their careers, which is referred to as career crafting. Drawing on the parall...
#1A. Lazazzara (University of Milan)H-Index: 4
#2Maria Tims (VU: VU University Amsterdam)H-Index: 15
Last. Davide de GennaroH-Index: 1
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Abstract Two different research streams are encountered in the job crafting literature. The first, defined as task, cognitive, and relational job crafting by Wrzesniewski and Dutton (2001), has predominantly applied qualitative research designs to explore how employees craft their jobs to better align them with their preferences, abilities, and motivations to enhance work meaning and identity. The second stream, characterized by crafting job demands and job resources (Tims & Bakker, 2010), focus...
11 CitationsSource
#1Kimberley Breevaart (VU: VU University Amsterdam)H-Index: 10
#2Maria Tims (VU: VU University Amsterdam)H-Index: 15
Workdays are demanding and draw upon one's emotional and physical resource pools. Consequently, employees become exhausted and need to recover by replenishing their resources during and/or after their workday. Building on conservation of resources theory, we argue that employees, especially those with low job insecurity, cope with exhaustion at work by crafting social resources on the days that they are exhausted. Specifically, we expect that employees who are exhausted will use their limited re...
2 CitationsSource
#1Jolanda BotkeH-Index: 1
#2Paul JansenH-Index: 33
Last. Maria TimsH-Index: 15
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#2Anja Van den Broeck (Katholieke Universiteit Leuven)H-Index: 25
Last. Haijiang WangH-Index: 6
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