157 Proactive Vitality Management Among Employees with Chronic Liver Disease FIGURE 3 Visual representation of the interaction between self-insight and T1 proactive vitality management in their effect on T2 work engagement. Low levels of proactive vitality management and self-insight are represented by values of -1SD below their respective means, whereas high levels are represented by values of +1SD above their respective means. management. DISCUSSION The aim of the present study was to examine whether chronically-ill employees can use proactive vitality management as a strategy to protect and promote their own occupational health and performance. Integrating and contributing to JD-R and proactive motivation theories, we found that proactive vitality management may mitigate a health impairment process and instigate a motivational process, with important implications for functional limitations, absenteeism, and creative work performance. Theoretical Contributions Although employees with chronic diseases are generally more likely to leave the workforce early (De Boer et al., 2018; De Jong et al., 2015), the number of employees with a chronic medical condition within the workforce is growing. Chronically ill employees carry a considerable disadvantage in the context of occupational health and performance, having to manage their personal illness at work on top of managing 6
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