Living life ‘to the core’: Enacting a calling through configurations of multiple jobs

IF 4.5 2区管理学 Q1 MANAGEMENT

Human Relations Pub Date : 2024-05-18 DOI:10.1177/00187267241251956

Kirsten Robertson, Brenda A Lautsch, David R Hannah

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引用次数: 0

Abstract

Most of us will be familiar with the saying, ‘Find something you love to do, and you’ll never have to work a day in your life’. But is it accurate? Through interviews with individuals who have felt beckoned towards such an activity – in other words, who have a calling – we explain why this saying holds true for some, but not for others. We found that many called individuals have conditions, which are self-determined limitations on how, where and with whom they are driven to engage in their callings. Drawing on this idea, we differentiate a calling core, comprised of activities that meet all an individual’s conditions, from periphery activities that fall within the domain but only meet some or no conditions. Core conditionality can, in turn, explain the configuration of jobs people will be inclined to pursue in turning their calling into a career. For example, some called individuals with conditional cores deliberately eschew all-encompassing callings, instead pursuing stable non-calling work alongside part-time calling jobs that meet all their conditions. We also learned why individuals may change their enactment approaches over time as they develop a clearer understanding of what conditions truly matter to them.

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生活'核心'：通过配置多种工作来实现使命

我们大多数人都熟悉这样一句话："找到你喜欢做的事，你这辈子就不用工作了"。但这句话准确吗？通过对那些感到自己被召唤去从事这种活动的人--换句话说，就是那些有使命感的人--进行访谈，我们解释了为什么这句话对某些人是正确的，而对另一些人却不正确。我们发现，许多受感召的人都有一些条件，这些条件是他们自我决定的，限制了他们参与感召的方式、地点和对象。根据这一观点，我们将由满足个人所有条件的活动组成的呼召核心与属于该领域但只满足部分条件或不满足任何条件的外围活动区分开来。核心条件反过来又可以解释人们在将其召唤转化为职业时倾向于从事的工作配置。例如，一些有条件核心的被呼召者会刻意回避包罗万象的呼召，转而追求稳定的非呼召工作，同时从事满足其所有条件的兼职呼召工作。我们还了解到，为什么随着时间的推移，个人可能会改变他们的颁布方法，因为他们对哪些条件对自己真正重要有了更清晰的认识。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Relations Multiple-

CiteScore

12.60

自引率

7.00%

发文量

期刊介绍： Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work through theoretical development and empirical investigation. Scope Human Relations seeks high quality research papers that extend our knowledge of social relationships at work and organizational forms, practices and processes that affect the nature, structure and conditions of work and work organizations. Human Relations welcomes manuscripts that seek to cross disciplinary boundaries in order to develop new perspectives and insights into social relationships and relationships between people and organizations. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations welcomes critical reviews and essays: - Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria. - Critical essays address contemporary scholarly issues and debates within the journal''s scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief. Human Relations encourages research that relates social theory to social practice and translates knowledge about human relations into prospects for social action and policy-making that aims to improve working lives.