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Papers by Giverny De Boeck

Proceedings - Academy of Management, Aug 1, 2020

While job crafting has been widely acknowledged as an effective form of individual work redesign,... more While job crafting has been widely acknowledged as an effective form of individual work redesign, less attention has been devoted to the concrete behaviors by which individuals craft different aspe...

Journal of Management Studies, Dec 14, 2018

In this paper, we propose that untapped potential acts as a subjective temporal meaning-making me... more In this paper, we propose that untapped potential acts as a subjective temporal meaning-making mechanism. Using a two-wave survey design, we examine the relationship between job characteristics, untapped potential, and work meaningfulness in a heterogeneous sample of 542 employees. We found that employees' perceived amount of untapped potential mediates the effects of skill variety, autonomy, and job feedback on work meaningfulness. This mediated relationship was moderated by the valence employees attributed to their untapped potential. Moreover, decreases in the perceived amount of untapped potential over time were related to increases in perceived work meaningfulness. Our research shows that work that allows employees to move beyond the here-and-now by providing opportunities to realize future work selves is experienced as particularly meaningful. We conclude that, if we wish to understand what makes work meaningful for employees in the present, we need to know how it aligns with their self-perceptions in the future.

Proceedings - Academy of Management, Aug 1, 2018

Despite the growing popularity of potential assessments in organizations, little is known about t... more Despite the growing popularity of potential assessments in organizations, little is known about this type of assessment. In this research, we argue that two fundamental qualities differentiate pote...

Academy of Management Proceedings, 2017

Assumptions about employee reactions are currently driving much of the debate around talent manag... more Assumptions about employee reactions are currently driving much of the debate around talent management (TM). It is unclear, however, to what extent evidence from studies on employee reactions to TM supports the claim that TM generally leads to ‘positive’ outcomes for employees identified as talents, and to ‘negative’ outcomes for employees not identified as talents. This systematic review critically evaluates these assumptions both theoretically and empirically. Our analysis of the available empirical evidence shows that TM practices and (formal or perceived) talent status are generally associated with positive affect (e.g., commitment, satisfaction); with increased beliefs in KSAs; with higher performance; and with lower turnover intentions. However, our review also finds negative affective (i.e., stress, insecurity, identity struggles) and cognitive (i.e., psychological contract imbalance and breach) reactions in talents. No clear evidence is found in the literature as concerns negative reactions to TM ...

Despite the growing popularity of potential assessments in organizations, little is known about t... more Despite the growing popularity of potential assessments in organizations, little is known about this type of assessment. In this research, we argue that two fundamental qualities differentiate pote...

While job crafting has been widely acknowledged as an effective form of individual work redesign,... more While job crafting has been widely acknowledged as an effective form of individual work redesign, less attention has been devoted to the concrete behaviors by which individuals craft different aspe...

Oxford Handbooks Online, 2017

It is assumed that employees display favorable attitudes (e.g., high organizational commitment) a... more It is assumed that employees display favorable attitudes (e.g., high organizational commitment) and behaviors (e.g., high work effort) when identified as organizational talent. If they did not, the idea that talent management creates value by making disproportionate investments into organizational talent would need to be reconsidered. We reviewed the literature to explore whether the assumed favorable reactions among talent are valid and the results are not straightforward. Many studies found evidence for the assumption; however, several studies revealed that talent designation bears considerable risks: Being identified as talent creates (overly optimistic) expectations of receiving rewards and benefits from the organization and it increases the felt pressure to meet high performance standards. We discuss the findings in the light of social exchange theory, psychological contract theory, and others commonly used in talent-management research, highlighting key issues regarding talent...

Academy of Management Proceedings, 2017

Tijdschrift voor HRM, 2018

Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn o... more Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn of haar organisatie daar positief op reageert qua attitude (bv. door een sterkere betrokkenheid bij de organisatie) en gedrag (bv. door een grotere inzet op het werk). Indien dergelijke positieve reacties uitblijven, zouden organisaties namelijk moeten afstappen van de kerngedachte dat exclusief talentmanagement meerwaarde creëert door onevenredige investeringen te doen in talenten in vergelijking met de 'gemiddelde' werknemer. In dit artikel evalueren we alle bestaand onderzoek naar werknemersreacties op talentmanagement, met als doel na te gaan of bovenstaande basisveronderstelling klopt. De resultaten van ons literatuuronderzoek zijn minder eenduidig dan verwacht. Hoewel vele, zij het niet alle, studies bewijs vinden voor positieve reacties bij talenten, tonen de resultaten van meerdere studies ook aan dat de identificatie als talent aanzienlijke risico's inhoudt. Zo zullen...

Journal of Organizational Behavior, 2017

SummaryTwo assumptions about employee reactions are currently driving debates around talent manag... more SummaryTwo assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non‐empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non‐talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects. We summarize these findings in an integrative fram...

Journal of Management Studies, 2018

In this paper, we propose that untapped potential acts as a subjective temporal meaning‐making me... more In this paper, we propose that untapped potential acts as a subjective temporal meaning‐making mechanism. Using a two‐wave survey design, we examine the relationship between job characteristics, untapped potential, and work meaningfulness in a heterogeneous sample of 542 employees. We found that employees’ perceived amount of untapped potential mediates the effects of skill variety, autonomy, and job feedback on work meaningfulness. This mediated relationship was moderated by the valence employees attributed to their untapped potential. Moreover, decreases in the perceived amount of untapped potential over time were related to increases in perceived work meaningfulness. Our research shows that work that allows employees to move beyond the here‐and‐now by providing opportunities to realize future work selves is experienced as particularly meaningful. We conclude that, if we wish to understand what makes work meaningful for employees in the present, we need to know how it aligns with ...

Proceedings - Academy of Management, Aug 1, 2020

While job crafting has been widely acknowledged as an effective form of individual work redesign,... more While job crafting has been widely acknowledged as an effective form of individual work redesign, less attention has been devoted to the concrete behaviors by which individuals craft different aspe...

Journal of Management Studies, Dec 14, 2018

In this paper, we propose that untapped potential acts as a subjective temporal meaning-making me... more In this paper, we propose that untapped potential acts as a subjective temporal meaning-making mechanism. Using a two-wave survey design, we examine the relationship between job characteristics, untapped potential, and work meaningfulness in a heterogeneous sample of 542 employees. We found that employees' perceived amount of untapped potential mediates the effects of skill variety, autonomy, and job feedback on work meaningfulness. This mediated relationship was moderated by the valence employees attributed to their untapped potential. Moreover, decreases in the perceived amount of untapped potential over time were related to increases in perceived work meaningfulness. Our research shows that work that allows employees to move beyond the here-and-now by providing opportunities to realize future work selves is experienced as particularly meaningful. We conclude that, if we wish to understand what makes work meaningful for employees in the present, we need to know how it aligns with their self-perceptions in the future.

Proceedings - Academy of Management, Aug 1, 2018

Despite the growing popularity of potential assessments in organizations, little is known about t... more Despite the growing popularity of potential assessments in organizations, little is known about this type of assessment. In this research, we argue that two fundamental qualities differentiate pote...

Academy of Management Proceedings, 2017

Assumptions about employee reactions are currently driving much of the debate around talent manag... more Assumptions about employee reactions are currently driving much of the debate around talent management (TM). It is unclear, however, to what extent evidence from studies on employee reactions to TM supports the claim that TM generally leads to ‘positive’ outcomes for employees identified as talents, and to ‘negative’ outcomes for employees not identified as talents. This systematic review critically evaluates these assumptions both theoretically and empirically. Our analysis of the available empirical evidence shows that TM practices and (formal or perceived) talent status are generally associated with positive affect (e.g., commitment, satisfaction); with increased beliefs in KSAs; with higher performance; and with lower turnover intentions. However, our review also finds negative affective (i.e., stress, insecurity, identity struggles) and cognitive (i.e., psychological contract imbalance and breach) reactions in talents. No clear evidence is found in the literature as concerns negative reactions to TM ...

Despite the growing popularity of potential assessments in organizations, little is known about t... more Despite the growing popularity of potential assessments in organizations, little is known about this type of assessment. In this research, we argue that two fundamental qualities differentiate pote...

While job crafting has been widely acknowledged as an effective form of individual work redesign,... more While job crafting has been widely acknowledged as an effective form of individual work redesign, less attention has been devoted to the concrete behaviors by which individuals craft different aspe...

Oxford Handbooks Online, 2017

It is assumed that employees display favorable attitudes (e.g., high organizational commitment) a... more It is assumed that employees display favorable attitudes (e.g., high organizational commitment) and behaviors (e.g., high work effort) when identified as organizational talent. If they did not, the idea that talent management creates value by making disproportionate investments into organizational talent would need to be reconsidered. We reviewed the literature to explore whether the assumed favorable reactions among talent are valid and the results are not straightforward. Many studies found evidence for the assumption; however, several studies revealed that talent designation bears considerable risks: Being identified as talent creates (overly optimistic) expectations of receiving rewards and benefits from the organization and it increases the felt pressure to meet high performance standards. We discuss the findings in the light of social exchange theory, psychological contract theory, and others commonly used in talent-management research, highlighting key issues regarding talent...

Academy of Management Proceedings, 2017

Tijdschrift voor HRM, 2018

Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn o... more Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn of haar organisatie daar positief op reageert qua attitude (bv. door een sterkere betrokkenheid bij de organisatie) en gedrag (bv. door een grotere inzet op het werk). Indien dergelijke positieve reacties uitblijven, zouden organisaties namelijk moeten afstappen van de kerngedachte dat exclusief talentmanagement meerwaarde creëert door onevenredige investeringen te doen in talenten in vergelijking met de 'gemiddelde' werknemer. In dit artikel evalueren we alle bestaand onderzoek naar werknemersreacties op talentmanagement, met als doel na te gaan of bovenstaande basisveronderstelling klopt. De resultaten van ons literatuuronderzoek zijn minder eenduidig dan verwacht. Hoewel vele, zij het niet alle, studies bewijs vinden voor positieve reacties bij talenten, tonen de resultaten van meerdere studies ook aan dat de identificatie als talent aanzienlijke risico's inhoudt. Zo zullen...

Journal of Organizational Behavior, 2017

SummaryTwo assumptions about employee reactions are currently driving debates around talent manag... more SummaryTwo assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non‐empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non‐talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects. We summarize these findings in an integrative fram...

Journal of Management Studies, 2018

In this paper, we propose that untapped potential acts as a subjective temporal meaning‐making me... more In this paper, we propose that untapped potential acts as a subjective temporal meaning‐making mechanism. Using a two‐wave survey design, we examine the relationship between job characteristics, untapped potential, and work meaningfulness in a heterogeneous sample of 542 employees. We found that employees’ perceived amount of untapped potential mediates the effects of skill variety, autonomy, and job feedback on work meaningfulness. This mediated relationship was moderated by the valence employees attributed to their untapped potential. Moreover, decreases in the perceived amount of untapped potential over time were related to increases in perceived work meaningfulness. Our research shows that work that allows employees to move beyond the here‐and‐now by providing opportunities to realize future work selves is experienced as particularly meaningful. We conclude that, if we wish to understand what makes work meaningful for employees in the present, we need to know how it aligns with ...