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The authors used the frameworks of reciprocal determinism and occupational socialization to study the effects of work characteristics (consisting of control and complexity of work) on personal initiative (PI)--mediated by control orientation (a 2nd-order factor consisting of control aspiration, perceived opportunity for control, and self-efficacy) and the reciprocal effects of PI on changes in work characteristics. They applied structural equation modeling to a longitudinal study with 4 measurement waves (N = 268) in a transitional economy: East Germany. Results confirm the model plus 1 additional, nonhypothesized effect. Work characteristics had a synchronous effect on PI via control orientation (full mediation). There were also effects of control orientation and of PI on later changes in work characteristics: As predicted, PI functioned as partial mediator, changing work characteristics in the long term (reciprocal effect); unexpectedly, there was a 2nd reciprocal effect of an additional lagged partial mediation of control orientation on later work characteristics.
Team diversity
(2007)
Team diversity refers to the differences between team members on any attribute that may lead each single member of the group to perceive any other member of the group as being different from the self of this particular member. These attributes and perceptions refer to all dimensions people can differ on, such as age, gender, ethnicity, religious and functional background, personality, skills, abilities, beliefs, and attitudes.
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.
Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.
Women are strongly underrepresented at top positions in research, with some research suggesting the postdoctoral career stage is a critical stage for female researchers. Drawing on role congruity theory and social cognitive career theory, we tested the gender-differential impact of work values (extrinsic rewards-oriented work values and work-life balance values) on subjective career success and supports from supervisors (leader-member exchange) and team members. We conducted an online survey with male and female postdoctoral scientists (N = 258). As hypothesized, the positive relationship between extrinsic rewards-oriented work values and subjective career success and supports was stronger for male researchers than for female researchers. Results on work-life balance values were less conclusive. These findings support the idea that gendered appraisal processes may affect career-relevant outcomes.
Women are strongly underrepresented at top positions in research, with some research suggesting the postdoctoral career stage is a critical stage for female researchers. Drawing on role congruity theory and social cognitive career theory, we tested the gender-differential impact of work values (extrinsic rewards-oriented work values and work-life balance values) on subjective career success and supports from supervisors (leader-member exchange) and team members. We conducted an online survey with male and female postdoctoral scientists (N = 258). As hypothesized, the positive relationship between extrinsic rewards-oriented work values and subjective career success and supports was stronger for male researchers than for female researchers. Results on work-life balance values were less conclusive. These findings support the idea that gendered appraisal processes may affect career-relevant outcomes.
Drawbacks of proactivity
(2016)
The benefit of proactive work behaviors for performance-related outcomes has been well established. However, this approach to studying proactivity has not yet acknowledged its potential implications for the actor’s well-being. Drawing on the fact that resources at work are limited and that the workplace is a social system characterized by interdependencies, we proposed that daily proactivity could have a negative effect on daily well-being. We furthermore proposed that this effect should be mediated by work overload and negative affect. We conducted a daily diary study (N = 72) to test the potential negative effects of proactivity on daily well-being. Data was collected across 3 consecutive work days. During several daily measurement occasions, participants reported proactivity, work overload, negative affect, and fatigue. They also provided 4 saliva samples per day, from which cortisol was assayed. Based on the 4 samples, a measure of daily cortisol output was produced. Multilevel analyses showed that daily proactivity was positively associated with higher daily cortisol output. The positive association of daily proactivity with bedtime fatigue was marginally significant. There was no support for a mediating effect of work overload and negative affect. Implications for theory-building on the proactivity–well-being link are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
The present study aimed to integrate findings from technology acceptance research with research on applicant reactions to new technology for the emerging selection procedure of asynchronous video interviewing. One hundred six volunteers experienced asynchronous video interviewing and filled out several questionnaires including one on the applicants' personalities. In line with previous technology acceptance research, the data revealed that perceived usefulness and perceived ease of use predicted attitudes toward asynchronous video interviewing. Furthermore, openness revealed to moderate the relation between perceived usefulness and attitudes toward this particular selection technology. No significant effects emerged for computer self-efficacy, job interview self efficacy, extraversion, neuroticism, and conscientiousness. Theoretical and practical implications are discussed.
Workplace innovations often take the form of making suggestions about small-range improvements, for example, of processes and work procedures. Research on innovation suggests that people holding a novel idea will often consult their peers first in order to gauge their potential approval and support before proposing the idea to formal decision makers. We argue that peer evaluators’ intentions to support an innovative idea depend on the idea’s capacity to satisfy or threaten the evaluator’s achievement motive. Support intentions will be higher if the idea satisfies the evaluators’ achievement motive (idea-motive congruence), and lower if it threatens their achievement motive (idea-motive incongruence); evaluators’ affective response is proposed to mediate this effect. Moreover, the intentions attributed to the idea presenter are proposed to affect peers’ support intentions. The results of two scenario-based experiments (N = 153 and 123) confirm that motive-incongruent implications of an innovative idea, in particular regarding their fear of failure, reduce the likelihood for peers’ support intentions. Results on affective responses were inconsistent across studies, whereas perceiving the idea presenter to hold prosocial intentions was positively related to idea support. Implications for the evaluation of ideas are discussed.
People with mental disorders, especially personality disorders, often face low acceptance at work. This is particularly problematic when returning to work after sick leave, because it impedes reintegration into the former workplace. This study explores colleagues’ reactions towards a problematic worker dependent on the returning person’s reintegration strategy: The returning person undertaking changes in their behaviour is compared with the person requesting adjustments of the workplace. In an experimental study, 188 employed persons read one of four vignettes that described a return-to-work-situation of a problematic co-worker. Across all vignettes, the co-worker was depicted as having previously caused problems in the work team. In the first vignette, the co-worker did not change anything (control condition) when she returned to work; in the second, she asked for workplace adjustments; in the third vignette she initiated efforts to change her own behaviour; and the fourth vignette combined both workplace adjustments and behavioural change. Study participants were asked for their reactions towards the problematic co-worker. Vignettes that included a behavioural change evoked more positive reactions towards the co-worker than vignettes without any behavioural change. Asking for workplace adjustments alone did not yield more positive reactions compared to not initiating any change. When preparing employees with interactional problems for their return to work, it is not effective to only instruct them on their statutory entitlement for workplace adjustments. Instead, it is advisable to encourage them to proactively strive for behaviour changes.