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Das Menschenbild, auf dem die meisten Theorien und Modelle in der Arbeits- und Organisationspsychologie indirekt beruhen, beschreibt den Menschen als eher passives Wesen. Arbeitnehmer reagieren auf die Anforderungen ihrer Arbeitsrolle, führen die Bestimmungen des Arbeitsvertrages sowie Arbeitsaufträge und -anweisungen aus. Gleichermaßen werden die Motivation und Gesundheit von Arbeitenden in der Regel als Folge von Arbeits- und Umgebungsbedingungen betrachtet. Dieser Perspektive, die den arbeitenden Menschen als "Spielstein" seiner Umgebung darstellt, wird zunehmend die Betrachtung des aktiven Menschen entgegengesetzt. Arbeitende sind nicht nur passive Auftragsempfänger, sondern sie können auch proaktiv sein, die Initiative ergreifen und ungefragt innovative Lösungen entwickeln. In ihrem Vortrag wird Doris Fay eigene Arbeiten zu Proaktivität und Innovativität vorstellen. Es werden die Arbeitsbedingungen, die zur Entwicklung von aktiven Handlungen beitragen, betrachtet und Konsequenzen von aktivem Handeln und Ansätze zur Selbstregulation diskutiert.
Over the last two decades, the multi-dimensional notion of job performance has been fully brought to life. The differentiation between core task performance and various aspects of discretionary work behaviour is flow commonly applied. A multitude of empirical studies, enhancing our knowledge of the antecedents and consequences of the different performance aspects, have recently been summarised through various meta-analyses. We use this as all occasion for taking stock in order to identify new areas of theorising and empirical research. Focusing in particular oil proactive performance aspects, the present paper identifies three themes that could inspire new research and model development. We suggest taking a new approach to the treatment of time in order to account for the dynamic nature of performance oil the one hand, and to consider life-span changes oil the other, developing comprehensive models oil proactivity-enhancing interventions, and more strongly incorporating a cross-cultural perspective.
Vorwort
(2011)
Wie geht es weiter
(2011)
This article studies proactive work behavior from a within-person perspective. Building on the broaden-and-build model and the mood-as-information approach, we hypothesized that negative trait affect and positive state affect predict the relative time spent on proactive behavior. Furthermore, based on self-determination theory we argued that persons want to feel competent and that proactive behavior is one way to experience competence. In an experience-sampling study, 52 employees responded to surveys 3 times a day for 5 days. Hierarchical linear modeling confirmed the hypotheses on trait and state affect. Analyses furthermore showed that although a higher level of experienced competence at core task activities was associated with a subsequent increase in time spent on these activities, low experienced competence predicted an increase in time spent on proactive behavior.
Background Job-anxiety, as distinguished from trait-anxiety, is associated with long-term sickness absence. The prevalence of job-anxiety within a working population is not known. Identifying individuals who would benefit from intervention might be useful.
Aims To investigate job-anxiety in employees not undergoing treatment for mental health illness, firstly by assessing the level of job-anxiety and work-related avoidance tendencies in a working sample, and secondly by testing whether job-anxiety is distinguishable from trait-anxiety.
Methods Cross-sectional survey of a convenience sample obtained through personal contact distribution. Employees from different professional settings completed an anonymous questionnaire and provided information on their employment status. The State-Trait-Anxiety Inventory (STAI-T) was used to measure trait-anxiety and the Job-Anxiety-Scale (JAS) was used to assess job (state) anxiety.
Results There was a 69% response rate (240 responses); 188 responses were available for analysis of whom 62% were women. There were no employees with high trait-anxiety. Ten employees (5%) reported increased job-anxiety and of these nine employees reported high 'tendencies of avoidance and workplace absence'. Avoidance was most often accompanied by the comorbid job-anxieties 'job-related social anxiety', 'fear of changes at work' and 'fears of existence', 'anticipatory' and 'conditioned' job-anxiety and 'panic symptoms'.
Conclusions In this sample, self-reported job-anxiety appeared as a specific type of anxiety as opposed to trait-anxiety. In the workplace job-anxiety can present as job-avoidance and sickness absence and should be distinguished from trait-anxiety. In practice, employers and occupational health practitioners should be aware of those employees prone to sickness absence.
Previous proactivity research has predominantly assumed that proactive personality generates positive environmental changes in the workplace. Grounded in recent research on personality development from a broad interactionist theoretical approach, the present article investigates whether work characteristics, including job demands, job control, social support from supervisors and coworkers, and organizational constraints, change proactive personality over time and, more important, reciprocal relationships between proactive personality and work characteristics. Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality. In addition, proactive personality exerts beneficial lagged effects on increases in job demands, job control, and supervisory support, and on decreases in organizational constraints. Dynamic reciprocal relationships are observed between proactive personality with job demands and job control. The revealed corresponsive change relationships between proactive personality and work characteristics contribute to the proactive personality literature by illuminating more nuanced interplays between the agentic person and work characteristics, and also have important practical implications for organizations and employees.