179 Summary and General Discussion provide valuable insights because they create awareness of the important role the individual plays in their own occupational health and performance. Indeed, when it comes to promoting employee well-being and performance, studies often point towards contextual variables, such as elements of the job or work environment. For example, JD-R theory postulates that job demands influence fatigue, and may have a negative indirect impact on functional capacity (‘health impairment process’). In contrast, job resources influence employee work engagement, and have an indirect impact on job performance (‘motivational process’; Bakker & Demerouti, 2017; Demerouti et al., 2001). Previous research has shown that organizations and their managers may thus valuably impact employee health and motivation through top-down processes that involve job redesign (e.g., Holman et al., 2010; Holman & Axtell, 2016). Similar to top-down approaches aimed at employee well-being, research has shown that organizations can deploy tactics to foster employee creativity, for example by providing a resourceful environment in which creativity is valued, encouraged, and facilitated (Hunter et al., 2007; Shalley & Gilson, 2004). Moreover, characteristics of the person, such as having expertise in a certain domain or being open to new experiences, may offer a fruitful basis for creativity to arise (e.g., Anderson et al., 2014; Amabile, 1983). However, top-down approaches cannot take all individual differences in needs and preferences into account. Moreover, individuals do not perform equally creative or effective at all times, and top-down approaches and distal factors may be less likely to explain intraindividual variation in occupational health and (creative) performance. To illustrate, even an experienced, open-minded individual who works in a resourceful environment may encounter days where they need to manage their physical and mental energy to deal with work, or to increase their chance of coming up with new ideas or useful solutions to problems. Proactive vitality management is a behavioral strategy individuals may use themselves and on their own initiative to perform more effectively and creatively in the short term. Earlier studies have already provided specific examples of strategies individuals may use to manage their physical and mental energy to promote creativity in their work. For example, they may go for a walk to clear their mind and energize, increasing their subsequent levels of creativity (Oppezzo & Schwartz, 2014; Sianoja et al., 2018) or they may work on creative projects during the time of day that is aligned with their 7
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