Dominique Kost

Human Resource Management Journal p. 1-18 Doi: https://doi.org/10.1111/1748-8583.12342

The present study investigates how individual and collaborative job crafting may help digital labourers to build resilience and career commitment in the gig economy. Results based on a time-lagged survey from 334 digital labourers indicate that those who engaged in higher individual job crafting reported subsequently higher resilience at the outset. Moreover, high collaborative job crafting compensated for low individual crafting efforts in reaching higher resilience and subsequently higher career commitment in the gig economy. Theoretical and practical implications for sustainable careers in the gig economy are discussed.

Journal of Occupational and Organizational Psychology 93(4) Doi: https://doi.org/10.1111/joop.12317

Digital Labor, taking up flexible but small-scale employment arrangements on online intermediary platforms, with few constraints on how much, when, and where work is performed, are becoming the new work reality for many individuals. Scholars have argued that this type of work is inherently demeaning. We seek to explore the worker’s perspective and how their long-term perspective aligns or misaligns with their actual workarrangement. We draw on career construction theory and hypothesize a job–career congruence model suggesting that when workers’ cognitive presentations of their microwork as jobs or careers are incongruent, they are less likely to experience their work as meaningful. The results from a two-stage field study of 803 workers from two microworking platforms support the negative effect of an incongruent job–career schema on workers’ experience of meaningful work. Additionally, results demonstrate that even workers who are proactive in nature, seem unable to excel in these fluid work settings when their job-career schema are not aligned.

Human Resource Management Journal 30(1) p. 100-113 Doi: https://doi.org/10.1111/1748-8583.12265

Advocates of the boundaryless career perspective have relied to a great extent on the assumption that actors take responsibility for their own career development and that they consequently take charge of developing their career competencies. In this provocation piece, we debate the obstructions to and potential ways to promote boundaryless careers in the gig economy, which—despite appearing on the surface to offer suitable conditions for boundaryless careers—suffers from numerous conditions that hinder such careers. Thus, boundaryless careers in the gig economy could be an oxymoron. In particular, we conjecture that intraorganisational and interorganisational career boundaries restrict gig workers' development of relevant career competencies and thus limit their mobility. We then put forward the notion that we have to consider moving away from traditional, employer‐centric human resource management and introduce new forms of network‐based and self‐organised human resource management practices (in the form of collaborative communities of practice) in order to diminish these boundaries.

Computers in Human Behavior 82(May) p. 101-110 Doi: https://doi.org/10.1016/j.chb.2018.01.002

New forms of employment centered on the completion of simple and atomized tasks, such as online microwork, raise the question of the possible gratifications that could be derived from such work when compared to more traditional labor arrangements. Our research presented here focuses on how microworkers construct meaningfulness, based on the accounts of workers on the crowdsourcing platform Amazon Mechanical Turk. We draw upon a relational job design perspective to explore why microworkers experience meaningfulness in their work. We found four sources of meaningfulness: rewards, self-improvement, moral, and social. These four sources vary in the degree to which they were internal or external in focus, and in their level of rationalization (concrete or abstract). This may explain why such types of employment are appealing despite a lack of organizational-support structures and points to the need to better understand cue provision in virtual, platform-enabled work settings.

Academy of Management Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.241

Military Psychology Doi: https://doi.org/10.1037/mil0000123

Coordination is critical to the success of multinational military operations and may be fostered by predeployment training. We argue that whether such training is related to a high degree of perceived coordination at the individual level is likely to depend on whether individuals experience a low degree of organizational obstacles to information sharing. We examined this using data from the North Atlantic Treaty Organization (NATO) Kosovo Force headquarters (survey: n = 131). We controlled for whether it was the participants’ first deployment, the participants’ background (military or civilian), the amount of time spent in the headquarters by participants, whether differences pertaining to culture and opinions were valued by the organization, the quality of supervisor/subordinate relationships, and the degree of national cultural obstacles to information sharing. The results showed no significant direct effects on coordination from 3 different training configurations: national training, multinational training, and a combination of national and multinational training. However, we found a negative direct effect from organizational obstacles to information sharing on coordination, and support for organizational obstacles to information sharing as negatively moderating the multinational predeployment training and coordination relationship. Qualitative interviews (n = 14) indicated that informal information sharing, and the problems exchanging information from tactical to operational levels could hinder coordination. Interventions to foster coordination could benefit from a focus on multinational training and lowering organizational obstacles to information sharing. Our findings contribute to more precisely pinpointing the types of training that are useful in multinational operations, as well as the factors upon which training transfer is contingent. (PsycINFO Database Record (c) 2016 APA, all rights reserved)

Inaugrual Event Canada Research Chair on Digital Regulation at Work and in Life

Conference of the Society for Industrial and Organizational Psychology

SIOP Annual Conference

83rd Annual Meeting of the Academy of Management

European Association of Work and Organizational Psychology (EAWOP) conference

Work Family Researchers Network (WFRN) Biannual conference

Work Family Researchers Network (WFRN) Biannual conference

European Association of Work and Organizational Psycology Congress

2022 Work and Family Researchers Network conference

Work Family Researchers Network (WFRN) Biannual conference

Work Family Researchers Network (WFRN) Biannual Conference

European Association of Work and Organizational Psycology Congress

European Association of Work and Organizational Psycology Congress

NEON

Work and Family Researchers Network (WFRN) conference

Accepted at Academy of Management Annual Meeting, Vancouver.

Annual Meeting of the Academy of Management

Statens havarikommisjon

Academy of Management Annual Conference

Flexible employment arrangements on multiple online intermediary platforms with few constraints as to how much, when and where work is performed is becoming the new work reality for many individuals. Arguments have been advanced that this type of work is inherently demeaning. In this article, we seek to explore the worker perspective regarding whether these types of gig labor arrangements are regarded as limited jobs or more as long-term careers. We draw on career construction theory and hypothesize a job-career congruence model that suggests that when workers’ cognitive presentation of their gig work as jobs or careers are incongruent, they are less likely to experience their work as meaningful and subsequently experience lower subjective well-being. The results from a two-stage field study of 803 workers from two different crowdsourcing platforms support these incongruent relationships and provides clarity regarding how gig work factors in to an individual’s life. In addition, we demonstrate that workers who are proactive in nature seem to excel more in these fluid work settings, which points to the necessity of self-leadership in such work arrangements to ensure prosperity.

EAWOP

Academy of Management Annual Meeting

7th Community, Work & Family Conference

Academy of Management

CSCW 2016

Frontiers in Managerial and Organizational Cognition

Frontiers in Managerial and Organizational Cognition

Academy of Management