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.     

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.     

Synergy or substitution? The interactive effects of insiders' fairness and support and organizational socialization tactics on newcomer role clarity and social integration

Drawing on fairness heuristics theory (Lind, 2001) and cue consistency theory (Maheswaran & Chaiken, 1991; Slovic, 1966), we test a moderated mediation model that examines whether the institutionalization of organizational socialization tactics enhances or constrains the beneficial effects of supervisory and coworker‐referenced justice and support on newcomer role clarity and social integration. The findings of a three‐wave study of 219 French newcomers show that although institutionalized tactics strengthen the positive indirect effects of supervisory interpersonal and informational justice on role clarity, via perceived supervisor support, it also acts as a substitute that weakens the positive indirect effect of coworker‐referenced interpersonal justice on social integration, via perceived coworker support. Implications of the findings for socialization research and practice are discussed.     

A path analysis model for explaining unsafe behavior in workplaces: the effect of perceived work pressure

Background. Unsafe behavior is closely related to occupational accidents. Work pressure is one the main factors affecting employees’ behavior. The aim of the present study was to provide a path analysis model for explaining how work pressure affects safety behavior. Methods. Using a self-administered questionnaire, six variables supposed to affect safety employees’ behavior were measured. The path analysis model was constructed based on several hypotheses. The goodness of fit of the model was assessed using both absolute and comparative fit indices. Results. Work pressure was determined not to influence safety behavior directly. However, it negatively influenced other variables. Group attitude and personal attitude toward safety were the main factors mediating the effect of work pressure on safety behavior. Among the variables investigated in the present study, group attitude, personal attitude and work pressure had the strongest effects on safety behavior. Conclusion. Managers should consider that in order to improve employees’ safety behavior, work pressure should be reduced to a reasonable level, and concurrently a supportive environment, which ensures a positive group attitude toward safety, should be provided. Replication of the study is recommended.     

组织支持感对建筑业农民工不安全行为的影响

为对建筑业农民工的不安全行为进行科学有效的管理,探讨组织支持感、自我效能感与建筑业农民工不安全行为之间的关系,防止因建筑业农民工不安全行为造成的不安全事件发生,从组织行为学和计划行为学视角出发,以218名一线建筑业农民工为研究对象,通过构建结构方程模型进行实证分析.结果表明:组织支持感的3个维度均可直接对建筑业农民工的...     

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.