How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.     

Does daily proactivity affect well‐being? The moderating role of punitive supervision

Proactive behavior (self‐initiated and future‐oriented actions to bring about change) has largely positive consequences for organizationally oriented outcomes such as job performance. Yet the outcomes of proactivity from a well‐being perspective have not been clearly considered. Drawing on self‐determination theory and the stressor‐detachment model, we propose two distinct paths by which proactivity affects individuals' daily well‐being. The first path is an energy‐generating pathway in which daily proactive behavior enhances end‐of‐work‐day vitality via perceived competence. The second is a strain pathway in which daily proactive behavior generates anxiety at work, which undermines the process of detachment from work. We argue that these pathways are shaped by the extent to which supervisors are prone to blaming employees for their mistakes (punitive supervision). We tested this model using a sample of 94 employees who completed surveys three times a day for between 5 and 7 days. Our multilevel analyses provide support for the proposed dual‐pathway model and suggest differential well‐being outcomes of daily proactive work behavior. Overall, when an individual behaves proactively at work, they are more likely to experience higher levels of daily perceived competence and vitality. However, these positive effects can exist in parallel with daily negative effects on end‐of‐workday anxiety, and hence bedtime detachment, but only when the supervisor is perceived to be punitive about mistakes.     

Perceived prosocial impact,perceived situational constraints,and proactive work behavior: Looking at two distinct affective pathways

This paper examines the role of affect as a linking mechanism between experiences at work (perceived prosocial impact and situational constraints) and two distinct components of proactive work behavior (issue identification and implementation). Based on a dual‐tuning perspective, we argue that both positive affect and negative affect can be beneficial for proactive work behavior. Multi‐level path analysis using daily‐survey data from 153 employees showed that perceived prosocial impact predicted positive affect and that situational constraints as a typical hindrance stressor predicted negative affect. Negative affect, in turn, predicted issue identification, and positive affect predicted implementation. Overall, our study suggests that both positive and negative affects can be valuable in the organizational context by contributing to distinct components of proactive behavior. Copyright © 2015 John Wiley & Sons, Ltd.     

You think you are big fish in a small pond? Perceived overqualification,goal orientations,and proactivity at work

Overqualification denotes situations in which job incumbents have higher qualifications than those required for the job. Drawing on the self‐regulatory perspective, we proposed that employees' perception of overqualification positively affects their proactive behavior through the mechanism of role‐breadth self‐efficacy and that this indirect effect is moderated by employees' goal orientations. We tested our hypotheses through two studies. In Study 1, we found that perceived overqualification had a positive indirect effect on employees' proactive behavior through role‐breadth self‐efficacy using a sample of 323 salespeople with a cross‐lagged panel design. In Study 2, the multi‐wave and multi‐source data from 302 teachers confirmed the indirect effect and indicated that performance goal orientation and learning goal orientation moderated the indirect relationship. Copyright © 2015 John Wiley & Sons, Ltd.     

The journey to leave: Understanding the roles of perceived ease of movement,proactive personality,and person–organization fit in overqualified employees' job searching process

Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.     

Who stays proactive after entrepreneurship training? Need for cognition,personal initiative maintenance,and well‐being

Personal initiative training is a promising way to increase entrepreneurial personal initiative, which is a key behavior for successful entrepreneurship. Although personal initiative training has been shown to promote personal initiative, little is known about how this proactive behavior can be maintained over time and what the consequences are. The training transfer literature suggests that training effects usually decline with time. It is not clear, however, which factors contribute to personal initiative maintenance and which benefits go along with it. In a randomized controlled field experiment with 912 microentrepreneurs in Lomé, Togo, we investigate the influence of need for cognition—a cognitive factor driving proactive behavior—on personal initiative maintenance after training. In addition, we examine the effect of need for cognition on the well‐being consequences of personal initiative maintenance. We show that people high in need for cognition tend to maintain posttraining personal initiative longer than those low in need for cognition. However, contrary to our predictions, need for cognition has no effect on the level of well‐being that results from personal initiative maintenance. Our findings contribute to a better understanding of personal initiative and its maintenance and could be used to increase training effectiveness.     

基于动态信息技术的设备主动维护预知平台的设计

石化企业规模大、设备种类繁多且分布广,为规范设备的管理流程、提高设备的管理水平及设备可靠性,提高企业的经济效益和安全性,建立了基于Oracle数据库与RBI和RCM技术的设备预知维护信息平台,并结合RBI及RCM技术信息输入与安全评价方法,实现设备的故障预知及维护规范。该平台与石化的生产运行管理相结合,可实现设备的信息化管理,在及时排除设备故障隐患的同时,保障设备的正常运行,为改善企业生产安全现状和提高设备管理水平,提供了新的方法。     

不合规任务对新生代矿工不安全行为的影响

为探讨不合规任务对矿工不安全行为的影响机制,引入组织自尊与心智游移,构建链式中介模型;采用不合规任务量表、组织自尊量表、心智游移量表、不安全行为量表,调查499名新生代矿工;并运用SPSS26.0、AMOS23.0软件进行相关分析与中介效应检验。结果表明:不合规任务可以直接预测新生代矿工的不安全行为,或是通过组织自尊和心智游移的独立中介作用,以及组织自尊、心智游移的链式中介作用,间接影响新生代矿工的不安全行为。有效管控不合规任务、组织自尊和心智游移,可以降低不安全行为的发生频率,减少事故的发生。