Vigorhas been a significant research topic in the field of psychology formany years. Sharga & Shirom (2009) identified a correlationbetween the optimum psychological functioning and the level of vigor. Vigor can be demonstrated or defined through different expressions.For example, people with a high level of vigor wake up feeling fresh,feels energetic and active (Sharga & Shirom, 2009). A qualitativeresearch gives researchers an opportunity to explore a givenphenomenon in-depth. Similarly, Shraga and Shirom were able toexplore the concept of vigor in the context of psychology with thehelp the qualitative method.
Vigoris a positive emotion that is hardly considered as an issue requiringintegrative or conceptual analysis. The Japanese culture holds thatthe concept of vigor pertains to the feelings of an individual personand the ability to mobilize both the physical as well as the mentalenergy (Shraga & Shirom, 2009). Many people, if not all, desireto see the world from a positive perspective and feel energeticalways.
Insome cases, vigor is attributed to the outcome or performance of acompany and important individuals in one’s life. Vigor helps peoplerecall, gain, and protect their resources that take the forms ofsocial or material possessions (Shraga & Shirom, 2009). A highlevel of vigor takes one’s feeling of possession of emotionalenergy, physical strength, and cognitive liveliness. These resourcesare, in most cases, associated with independence or power. Thisimplies that the three aspects of vitality that matters most includethe cognitive, emotional, and physical resources.
Thelevel of vigor and possession of energy explains the employee’stendency to continue living and flourish in the current workenvironment. The authors of the article thought of energy that isassociated with vigor as being a positive affect. Positive affectivemakes a significant contribution towards the well-being of anindividual. Based on these facts, Shraga and Shirom (2009) were ableto use a qualitative design to investigate the effect of theemotional state of one’s vigor at work. The objective of theseauthors was to validate and construct a three-facet structure that isbased on the theory. For example, the authors intended to determinethe appropriate ways of dealing with one’s feelings, emotionalenergy, cognitive liveliness, and physical strength. The authorsidentified that the antecedent factors associated with vigor helpemployees feel vigorous.
Thequalitative study revealed that the major forerunners of vigorinclude meaningful interactions among people, coping withdifficulties at places of work, and succeeding on a given project.Out of these forerunners, the significance that one attaches to a jobis the most significant and it creates vigor at work (Shraga &Shirom, 2009). Unfortunately, many organizations lack the capacity toelicit effective responses from their employees in a direct way. Inaddition, the qualitative study revealed that the significance of thejob, variety of skills, perceived control as well as the feedbackfrom the top management, job identity, and task autonomy are vitalfeatures of job characteristic model (Shraga & Shirom, 2009).People tend to find the job as being significant when it has someimpacts on people outside the organization.
Aqualitative research does not require statistical data to determinethe validity of its findings. Similarly, Shraga & Shirom (2009)used non-statistical data to demonstrate the validity of thefindings. Shraga & Shirom (2009) identified that the feedbackshould come from individual organization’s managers and jobidentity is associated with vigor while the utilization of skills isconsidered to be weak and used a control. The authors could notidentify the association between vigor and job autonomy. The authorsidentified that the validity of vigor coupled with its antecedentcharacteristics is less resilient. These segments are mostly producedduring high levels of distress, especially when one is experiencingdepression or anxiety (Shraga & Shirom, 2009). This surpasses therelationship that exists between vigor and the job characteristics.
Shraga& Shirom (2009) predicted that the antecedents of vigor willdominate the characteristics of the workforce strata, especiallythose that do not deal with vigor. The researchers held that there isa possibility that their results existed before an experiment thatfocused on the experience of vigor that was based on the job and thelevel of hierarchy. Examples given in the article to demonstrate thepre-existence of the findings include the occurrence as well as thecircumstances of the job autonomy, and perceived control that leadsto a feeling of vigorous (Shraga & Shirom, 2009).
Allstudies, including the qualitative research, have exclusion as wellas inclusion criteria. In the study reported in the article, theauthors excluded potential participants who were taking antipsychoticor depression, drugs as well as those who were suffering from chronicillnesses. The drugs and chronic illnesses would have reduced the jobperformance and vigor of the study participants. It was also likelythat diseases could affect the attitude as well as the feelings ofthe affected participants, leading to invalid results (Shraga &Shirom, 2009).
Inconclusion, the qualitative approach was the most appropriateapproach for the research and the future studies can still benefitfrom this methodology sine it provides additional support. Theauthors recommended that the future researchers should focus onoccupational as well as personal variables that are eitherresponsible for or related to the experience of vigor at places ofwork. However, the authors held that the use of quantitative orlongitudinal designs would have helped them enhance the significanceof the study. This is because such designs would have enhanced theirunderstanding of the impact of work-site interventions and the roleof affect at the place of work. Workplace interventions have thecapacity to increase the experience of vigor at the workplace.
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Shraga,O., & Shirom, A. (2009). The construct validity of vigor and itsantecedents: A qualitative study.Human Relations,62 (2), 271-291.