37 Conceptualization and Measurement of Proactive Vitality Management Criterion Validity An important aspect of PVM is its potential merit for optimal functioning at work. In this research, we examine whether PVM is positively related to well-being and performance (i.e., criterion validity). We include a combination of well-being constructs into the research that correspond to the physical, affective and cognitive energy aspects of PVM. Moreover, we examine how PVM relates to different types of performance in order to provide an elaborate view of the nomological network. Well-being. Work engagement refers to an affective state (i.e., a positive, fulfilling, and work-related state of mind; Bakker, Schaufeli, Leiter, & Taris, 2008). PVM in contrast, refers to self-initiated and goal-oriented behavior regarding one’s work. However, PVM may help individuals to replenish and conserve their self-regulatory resources, and thus promote (work) goal achievement and performance (cf. Beal et al., 2005). This process may enhance feelings of fulfilment, development, and commitment regarding work. Therefore, we expect PVM will be positively related to work engagement. In a similar way, and because PVMmay help one to cope with work demands and strain, we expect that PVM is negatively related to exhaustion (i.e., a consequence of intensive physical, affective, and cognitive strain; Demerouti, Bakker, Vardakou, & Kantas, 2003). Finally, we expect that individuals who proactively work on their levels of physical and mental energy are more likely to experience mental states characterized by cognitive liveliness – i.e., feeling mentally alert (Shirom, 2004). Hypothesis 4: Proactive vitality management is positively related to (a) work engagement and (b) cognitive liveliness, and negatively related to (c) exhaustion. Work outcomes. We expect that PVM will help to complete regular work tasks, because proactively boosting physical and mental energy may promote efficiency and productivity when one needs it. Indeed, cognitive resources (attention, working memory) are important predictors of multitasking performance, which is a day-to-day requirement in many jobs (Konig, Buhner, &Murling, 2005), and having such resources may reduce the likelihood of mistakes. Moreover, the tendency to procrastinate at work may be reduced by motivating oneself and shutting out distractions (Steel, 2007), setting goals or deadlines (Ariely & Wertenbroch, 2002), and sleeping well (Kühnel, Bledow, & Feuerhahn, 2016). All such behaviors may be categorized under PVM 2
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