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Article
Publication date: 21 April 2022

Parul Malik

The paper examines the role of learning organization in enhancing employeesproactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and…

Abstract

Purpose

The paper examines the role of learning organization in enhancing employeesproactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation of resources theory, this study tested the mediating role of employee resilience on the relationship between learning organization and proactive work behavior.

Design/methodology/approach

The data for this study were collected over two measurement periods (six months apart) via a structured questionnaire among Indian IT/ITES (Information Technology Enabled Services) organizational employees. The study utilized confirmatory factor analysis to test the proposed measurement model. Additionally, the study employed Preacher and Hayes PROCESS macro to investigate the mediating effect of employee resilience.

Findings

The study results demonstrated that employee’s perceptions of learning organization (measured at time 1) positively predict proactive work behavior (measured at time 2), with the relationship being mediated by employee resilience (measured at time 1).

Practical implications

The study asserts that organizational practitioners who aim to boost their employeesproactive behavior need to first invest in nurturing learning organization and focus on building their employees’ resilient capability. As a matter of fact, despite focusing on alleviating the adverse events and chiefly emphasizing on stress management, the organizational practitioners should concentrate on building their employees’ resilient capability.

Originality/value

The present study explores the links between learning organization, employee resilience and proactive work behavior. This study tested a cohesive research model to investigate the role of both the contextual and individual resilient capability in enhancing employee proactivity at work. Furthermore, the study unfolds the underlying mechanism between the study variables by exploring the mediating role of employee resilience.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 8 November 2021

Chiou-Shiu Lin, Ran Xiao, Pei-Chi Huang and Liang-Chih Huang

Drawing on signaling theory, the purpose of this study is to explore how high-performance work systems (HPWS) interact with leader–member exchange (LMX) to predict…

Abstract

Purpose

Drawing on signaling theory, the purpose of this study is to explore how high-performance work systems (HPWS) interact with leader–member exchange (LMX) to predict employees' proactive behavior and job engagement. Moreover, the present study also proposes the mediating role of job engagement in the interactive effects of HPWS and LMX quality on proactive behavior.

Design/methodology/approach

The data of this study include 228 customer-contact employees and 44 store managers from chain store enterprises in the service sector in Taiwan. The proposed models were tested with hierarchical linear modeling and Monte Carlo simulation.

Findings

The results show a significant interactive effect of HPWS and LMX on job engagement and proactive behavior. In addition, job engagement serves as a vital mechanism linking the interactive effect of HPWS and LMX quality on proactive behavior.

Originality/value

This study uses signaling theory to unpack the question when and how HPWS can be more influential on employees' proactive behavior. In particular, the positive effect of HPWS on proactive behavior is more prominent only when employees enjoy high LMX quality with their respective line managers. In addition, the interactive effects of HPWS and LMX quality on proactive behavior are mediated by job engagement. The findings provide valuable theoretical and managerial contribution by integrating HRM and leadership research.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 20 September 2019

Mercedes Segarra-Ciprés, Ana Escrig-Tena and Beatriz García-Juan

The purpose of this paper is to analyze the degree to which employeesproactive behavior contributes to innovation performance in firms operating in high-technology…

1417

Abstract

Purpose

The purpose of this paper is to analyze the degree to which employeesproactive behavior contributes to innovation performance in firms operating in high-technology sectors. Despite the benefits of these behaviors for individuals and organizations, few studies have analyzed the contextual conditions that enable firms to capture their value in order to improve innovation performance. Drawing on the interactionist perspective, the authors also examine the extent to which informal and formal controls, such as perceived support for innovation and innovation process formalization, can facilitate the contribution of proactive behaviors to improve innovation performance (product and process innovation).

Design/methodology/approach

Based on an empirical study with a sample of 173 firms operating in chemical and information technology service sectors, hierarchical regression analysis was used to test the relationship between employeesproactive behavior and innovation performance, and the moderating effects of informal and formal controls.

Findings

The results reveal a positive and significant association between proactive behaviors and product and process innovation performance. Both control mechanisms positively moderate the association between proactive behavior and product innovation, but no moderating role was found for process innovation. Moreover, rather than inhibiting innovation performance, innovation process formalization is positively associated with innovation. More specifically, a curvilinear relationship was found, which implies that when the level of formalization is high, it is able to improve product and process innovation.

Practical implications

The findings suggest that managers should consider proactive behavior in selection processes and performance management, and should cultivate a climate to support innovation and establish formal controls for innovation as a way to channel employees’ initiatives into product innovation.

Originality/value

This study contributes to the theoretical and managerial understanding of the extent to which proactive employees and organizational controls are able to enhance innovation in a technologically dynamic context.

Details

European Journal of Innovation Management, vol. 22 no. 5
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 April 2018

Yanhong Chen, Baowei Liu, Li Zhang and Shanshan Qian

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by…

1623

Abstract

Purpose

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.

Design/methodology/approach

Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.

Findings

Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.

Research limitations/implications

One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.

Practical implications

Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.

Social implications

Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.

Originality/value

This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 21 May 2020

Graca Miranda Silva, Filipe Coelho, Cristiana R. Lages and Marta Reis

This study aims to investigate the configurations that drive employee service recovery. Rather than analyzing the net effects of individual antecedents of service…

Abstract

Purpose

This study aims to investigate the configurations that drive employee service recovery. Rather than analyzing the net effects of individual antecedents of service recovery, which is the common approach in the literature, this study uses a configurational approach to investigate how five antecedents (customer service orientation, rewards, teamwork, empowerment and customer service training) combine to yield employee adaptive and proactive service recovery behaviors.

Design/methodology/approach

The study collects responses from 90 frontline employees through an online survey. Building on configurational theory, the authors developed and empirically validated four research propositions by using a fuzzy-set qualitative comparative analysis.

Findings

Three equifinal configurations of managerial practices result in either employee proactive or adaptive service recovery behaviors. Two of these three configurations result in both adaptive and proactive behaviors. In addition, the findings show that two out of the three configurations that lead to proactive behavior in service recovery also lead to the simultaneous existence of proactive and adaptive behaviors in service recovery. None of the sufficient configurations require the presence of all managerial practices. These results underscore that managers do not have to act on every single managerial intervention area to promote service recovery.

Research limitations/implications

The study advances the knowledge on the antecedents of employee behavior in service recovery by investigating how these antecedents combine to yield different recipes for developing either employee adaptive or proactive behavior in service recovery.

Practical implications

The findings provide insights for managers into the different combinations of practices that can be used to develop employee proactive or adaptive behavior in service recovery.

Originality/value

To the best of the authors’ knowledge, this is the first study that relies on a configurational approach to understand the combinations of managerial practices that result in employee proactive and adaptive behaviors in service recovery.

Details

European Journal of Marketing, vol. 54 no. 7
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 28 June 2022

Shuwei Hao and Ping Han

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice…

Abstract

Purpose

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.

Design/methodology/approach

Self-report data were collected from 242 employees in China using an online survey.

Findings

Trust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.

Practical implications

Trust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.

Originality/value

The present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 13 November 2018

Mervat Mohamed Elsaied

The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee

1846

Abstract

Purpose

The purpose of this paper is to investigate the mediating role of psychological safety in the relationships among supportive leadership, proactive personality and employee voice behavior.

Design/methodology/approach

The data were collected from 268 employees, and 56 were their immediate supervisors, in three Egyptian companies belonging to footwear and headgear sector. Employees and their immediate supervisors provided data on separate questionnaires and different occasions; an identification number was used to match each employee’s questionnaire with the response of his/her immediate supervisor.

Findings

The results indicated that both supportive leadership and proactive personality had a positive and significant effect on voice behavior. In addition, the results showed that psychological safety fully mediated the relationships among supportive leadership, proactive personality and employee voice behavior.

Originality/value

This study contributes to the literature by linking supportive leadership, proactive personality and employee voice behavior. It clarifies how and why supportive leadership and proactive personality can stimulate voice behavior.

Details

American Journal of Business, vol. 34 no. 1
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 23 June 2021

Hui Chen, Qiaozhuan Liang, Chao Feng and Yue Zhang

Drawing on self-determination theory, this study explored how leader humility affected employees' proactive behavior through satisfying their psychological needs for…

Abstract

Purpose

Drawing on self-determination theory, this study explored how leader humility affected employees' proactive behavior through satisfying their psychological needs for autonomy, competence and relatedness. Furthermore, based on a contingency view, this paper suggested Chinese traditionality as a significant boundary condition for the effects of leader humility.

Design/methodology/approach

Data were collected from 465 employees and 111 direct supervisors in China using a three-wave, two-source design. Hierarchical regression analyses and Hayes' PROCESS macro were applied to test the hypotheses.

Findings

The results indicated that leader humility positively affected employee proactive behavior through the mediating mechanisms of psychological need satisfaction (i.e. autonomy, competence and relatedness). Furthermore, these positive effects were stronger among employees with lower Chinese traditionality beliefs.

Originality/value

Although prior research has examined the relationship between leadership and proactive behavior, most extant studies have focused on “top-down” leadership approaches, ignoring the effect of leader humility. Drawing on self-determination theory, the present study makes contributions to both the leader humility research and proactivity literature by identifying psychological need satisfaction as the mechanism and Chinese traditionality as the moderator.

Details

Journal of Organizational Change Management, vol. 34 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 5 March 2018

Brenda E. Ghitulescu

Although proactivity is thought to have positive effects in the workplace, researchers still need to learn more about the contingent aspects of these effects. Proactivity…

1223

Abstract

Purpose

Although proactivity is thought to have positive effects in the workplace, researchers still need to learn more about the contingent aspects of these effects. Proactivity, a challenging form of promotive behavior that is generally desired by organizations, can lead to unexpected consequences such as role overload, job strain, and conflict with coworkers, which may undermine future proactivity. The purpose of this paper is to examine the impact of proactive behavior on job satisfaction, affective commitment, and conflict with coworkers, in the context of collaborative work. This study investigates the extent to which collaborative behavior, an affiliative form of promotive behavior, can mitigate the impact of proactive behavior on conflict and promote positive individual psychosocial outcomes, thus making proactive behavior more sustainable in the workplace.

Design/methodology/approach

Using a survey methodology, data were collected from a sample of 170 teachers engaged in collaborative work.

Findings

Results show that both proactivity and collaborative behavior positively impact affective outcomes, but have opposite effects on conflict. Collaborative behavior complements proactive behavior in that it enhances the effects of proactivity on satisfaction and reduces its impact on conflict.

Research limitations/implications

Creating the appropriate organizational conditions to support employee proactivity is critical for enhancing proactive employees’ work experience and success, effectively motivating and retaining them, and promoting future proactivity. The results indicate that collaboration creates a context where the positive effects of proactivity are enhanced and its negative effects are weakened.

Originality/value

This research is one of the first studies to examine the interactive effects of proactivity and collaboration. The study shows that collaborative behavior can play an important role in enhancing the benefits of proactivity. Thus, the research advances a contingency perspective of proactivity and contributes to a better understanding of its effects.

Details

Personnel Review, vol. 47 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 17 June 2019

Xin-Hua Guan and Tzung-Cheng Huan

In an increasingly competitive market, tourism managers are aware of the importance of talent management. Because tour guide behavior has an important influence on…

Abstract

Purpose

In an increasingly competitive market, tourism managers are aware of the importance of talent management. Because tour guide behavior has an important influence on tourists’ experience in the process of group touring, how to motivate a tour guide’s proactive behavior becomes an important issue. Based on social exchange and cognitive theory, the purpose of this paper is to examine the impact of particular human resource management practices on proactive behavior.

Design/methodology/approach

This research takes the tour guide as the research object. The questionnaire survey method was used to obtain data. At last, 351 valid questionnaires were obtained. Finally, the hypotheses of this research are tested using structural equation modeling and percentile (bias-corrected percentile) bootstrapping method.

Findings

The results show that human resource management practices positively influenced proactive behavior of tour guides. Moreover, both perceived organizational support and self-efficacy were found to mediate the relationship between human resource management practice and proactive behavior.

Originality/value

This study contributes to the tourism literature by finding that both perceived organizational support and self-efficacy can foster the effect of human resource management practice, resulting in proactive behavior of tour guides.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

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