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Why Mindfulness Sustains Performance: The Role of Personal and Job Resources

Published online by Cambridge University Press:  17 December 2015

Brigitte Kroon ,
Charlotte Menting  and
Marianne van Woerkom
Brigitte Kroon*
Affiliation:
Department of Human Resource Studies, Tilburg School of Social and Behavioral Studies, Tilburg University, Tilburg, the Netherlands
Charlotte Menting
Affiliation:
Department of Human Resource Studies, Tilburg School of Social and Behavioral Studies, Tilburg University, Tilburg, the Netherlands
Marianne van Woerkom
Affiliation:
Department of Human Resource Studies, Tilburg School of Social and Behavioral Studies, Tilburg University, Tilburg, the Netherlands
*
Correspondence concerning this article should be addressed to Brigitte Kroon, Department of Human Resource Studies, Tilburg School of Social and Behavioral Studies, Tilburg University, Room P1.143, 5000 LE Tilburg, the Netherlands. E-mail: b.kroon@tilburguniversity.edu
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Extract

Building on the focal article by Hyland, Lee, and Mills (2015), we propose conservation of resources (COR) theory (Hobfoll, 1989) as a framework that may explain why mindfulness contributes to work motivation and performance in an organizational context. We argue that mindfulness is especially beneficial in dynamic work contexts because it provides employees with a personal resource that makes them more resilient to the loss of job resources and more aware of alternative job resources in their changed work environment.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 4 , December 2015 , pp. 638 - 642
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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References

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