Strengths Use for Tasks and Relationships in Organizations: Development and Validation of a Strengths Use Scale.

Individual character strengths have been increasingly valued, as they facilitate social functioning, well-being, and performance. However, little is known about how individuals use their strengths for important but distinct goals including task accomplishment and relationship maintenance in organizations. The purpose of this study is to develop and validate a Strengths Use Scale that can be used to measure the use of strengths for tasks and relationships in the workplace. For this purpose, we used the exploratory mixed-method design and conducted a series of studies. In Study 1, we conducted an exploratory factor analysis to ensure the construct validity of the Strengths Use Scale on a sample of 187 employees. We found that the scale comprises two dimensions: strengths use for tasks and strengths use for relationships. In Study 2a, we verified the two-factor structure of the Strengths Use Scale using the confirmatory factor analysis on a separate sample of 213 employees. The results of Study 2b demonstrated that the scale has good measurement invariance across gender and age groups, on the sample of 205 employees. Moreover, strengths use for tasks and strengths use for relationships positively correlated with well-being and work engagement and negatively correlated with turnover intention, supporting the criterion-related validity of the scale. In Study 3, a test-retest reliability analysis with a sample of 94 employees indicated that the scale has high reliability. Theoretical and practical implications of the findings are discussed.

How does career future time perspective moderate in the relationship between infection anxiety with the COVID-19 and service behavior among hotel employees?

The COVID-19 pandemic has had far-reaching impacts on the hospitality industry and its employees. The purpose of this study was to explore the effects of infection anxiety with COVID-19 (IAWC) on employee motivation and work behaviors. This study proposes and examines a model predicting that IAWC has indirect effects on service and helping behaviors via intrinsic motivation. Furthermore, we expect that career future time perspective mitigates the harmful effects of IAWC on service and helping behaviors. We tested our moderated mediation model using data collected from multiple time points and multiple resources (i.e., hotel employees and their corresponding supervisors). The results show that IAWC indirectly influences service and helping behaviors via intrinsic motivation. In addition, career future time perspective moderated the effects of IAWC, such that the indirect effects of IAWC were weakened when employees' career future time perspective was high. This study extends our understanding of the impacts of IAWC on hospitality employees and the buffering effects of career future time perspective. The theoretical and practical implications of this study are discussed.

Investigating Psychometrics of Career Decision Ambiguity Tolerance Scale.

This study aimed to validate career decision ambiguity tolerance scale-Korean form applicable to a Korean sample. In study 1, 17-items from the original 18-item career decision ambiguity tolerance scale were valid based on IRT. In study 2, using the confirmatory factor analysis, we showed that excluding item 4 from the original scale is better than including it in the three factors model. Given the results of study 1 and 2, the constructs in the 17-item career decision ambiguity tolerance scale-Korean form were valid. In study 3, career decision ambiguity tolerance positively predicted career decision-making self-efficacy, career indecision, and career adaptability, respectively, after controlling for calling and career search self-efficacy. Thus, the incremental validity of the career decision ambiguity tolerance scale-Korean form was ensured. In study 4, the reliability of the scale was retained as the test-retest (conducted over a 4-week period) demonstrated adequate results.