Nii organisatsioonid kui selle liikmeskond on pidevate survete-tõmmete meelevallas ning üks selliseid on loovus. “Mõtle kastist välja” on üsna levinud retoorika. Vähem levinud on selle sisulised järelmid ja sõnastamata ootused. Kui “kast” on piiritlemata, siis võib loovhing leida ennast õige pea väljaspool “kasti”. Kui erasektori organisatsioonidele on loovus sageli midagi, mis vajalik ellujäämiseks, siis avalikus sektoris on ellujäämise küsimus märksa teistsuguse tähendusega ja surve loovusele on sageli konnotatsiooniga, et “mida on vaja teha”.
Siinviidatu on vabalevis olev tekst, mis võiks huvi pakkuda väga laialdasele huvilisteringile alates loovhingedest kuni administraatorite ja poliitikakujundajateni.
Organizations are increasingly seeking to boost employee creativity given its critical role in gaining a sustained competitive advantage in today’s rapidly changing environment (Anderson et al., 2014; Hoever et al., 2018). This sharp focus on creativity may also produce considerable pressure on employees, as they may feel the need and urgency to continuously produce novel and useful ideas, products, services, or organizational processes (Shalley & Gilson, 2004).
In this study, we define creative performance pressure as the subjective experience of the need to achieve high levels of creative performance because being creative (or not) has substantial consequences for the employees and the organization they work for.
We argue that creative performance pressure could be a double-edged sword, producing bright and dark side effects for employee creativity.
Transactional stress theory states that cognitive appraisals of stressors depend not only on the nature of the work stressor, but also hinges on the resources that are available (Lazarus & Folkman, 1984).
Stress ja stressorid
Different from work stress (which emphasizes the state when individuals perceive that demands in the work environment tax or exceed their resources, Lazarus & Folkman, 1984), work stressors are factors or experiences that exert adaptation pressure on individuals, which may create fertile development opportunities or impede personal goals and well-being (Cavanaugh et al., 2000).
Creative performance pressure is conceptually distinct from a variety of related work stressors. First, it should be differentiated from the concept of creative requirements, as the former emphasizes the inherent substantial consequences and the urgency to raise creative performance, whereas the latter only highlights the requirement of jobs, teams or organizations is to undertake creative actions and does not mention the urgency or the related high stakes (Shalley et al., 2000; Unsworth et al., 2005; Unsworth & Clegg, 2010). Second, creative performance pressure is also different from routine performance pressure.
Is creative performance pressure good or bad for employee creativity? Our research demonstrated that it can be both, depending on the type of appraisal (i.e., challenge or hindrance appraisals).
Liu, F., Li, P., Taris, T. W., & Peeters, M. C. (2022). Creative performance pressure as a double‐edged sword for creativity: The role of appraisals and resources. Human Resource Management.