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1 – 10 of over 22000Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents…
Abstract
Purpose
Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.
Design/methodology/approach
A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.
Findings
The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.
Research limitations/implications
As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.
Practical implications
Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.
Originality/value
This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.
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Mercedes Segarra-Ciprés, Ana Escrig-Tena and Beatriz García-Juan
The purpose of this paper is to analyze the degree to which employees’ proactive behavior contributes to innovation performance in firms operating in high-technology sectors…
Abstract
Purpose
The purpose of this paper is to analyze the degree to which employees’ proactive 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 employees’ proactive 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.
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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 employees'…
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.
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The paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation…
Abstract
Purpose
The paper examines the role of learning organization in enhancing employees’ proactive 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 employees’ proactive 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.
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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 psychological…
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.
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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 recovery, which…
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.
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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.
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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…
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.
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Although high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study…
Abstract
Purpose
Although high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study explores how HPWS promote proactive behavior through learning goal orientation (LGO) and customer-oriented behavior (COB).
Design/methodology/approach
A questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.
Findings
The results show that HPWS positively influenced proactive behavior through COB and that HPWS positively influenced proactive behavior through LGO and subsequently through COB. The findings indicate that COB is vital in linking HPWS to proactive behavior in healthcare service organizations.
Originality/value
The results suggest that HPWS provide job resources that enable health care workers to take initiatives to change their work environment through performance management, incentive systems and training programs. This study is the first to identify the mediating role of COB in linking HPWS to proactive behavior.
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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 autonomy…
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.
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