How to Increase Employees' Proactive Vitality Management? Testing the Effect of a Training Intervention

Proactive vitality management, goal attainment, and psychological well-being among college students: A weekly diary study

Student well-being is under renewed scrutiny due to escalating academic stress and mental health concerns among young adults. However, in addition to the measures taken by lecturers, universities, and local governments (top-down approaches), we still know little about how students themselves can take the proactive strategy to manage their well-being (bottom-up approaches). The current study addressed this gap by proposing and examining the beneficial role of proactive vitality management (PVM)-a proactive action aimed at managing physical and mental energy based on personal unique needs and conditions-on student psychological well-being. We collected data from 97 college students (36% male, age mean = 21) over four consecutive weeks (308 data observations) and tested a multilevel moderated mediation model. Results showed that weekly PVM was positively related to student weekly goal attainment, which, in turn, enhanced the current week's well-being and the next week's well-being as well. Further, this positive indirect (carryover) effect of PVM through goal attainment on well-being was stronger for those who had a high learning orientation. Our results indicated that PVM can be an effective self-customized strategy to manage college students' weekly well-being. Theoretical and practical implications were discussed.

Bringing our best selves to work: Proactive vitality management and strengths use predicting daily engagement in interaction

The present research focused on bottom-up, proactive employee behaviors and personal resources that can contribute to more engagement and optimal functioning at work. Based on the Job Demands-Resources (JD-R) and Conservation of Resources (COR) theories, we tested direct and interactive relationships between strengths use (SU), daily proactive vitality management (PVM), and daily work engagement (WE). Eighty-seven (N = 87) employees from a multinational company completed self-reported questionnaires at the beginning of the study and throughout five consecutive workdays (N = 358), yielding a multilevel dataset. We have found a significant daily positive relationship between PVM and WE, which showed significant inter-individual variation and was significantly enhanced by SU at the individual level. This study showed that PVM as employee-initiated proactive behavior and SU as a proactive personal resource facilitate engagement independently but yield the strongest results when used together, suggesting an interactive mechanism between bottom-up effects postulated in the JD-R theory.