4. Personal initiative: An active performance concept for work in the 21st century

Fresé, Michael; Fay, Doris

doi:10.1016/s0191-3085(01)23005-6

Cited by 1,031 publications

(1,308 citation statements)

References 79 publications

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“…4 However, evidence also shows that extrinsic rewards do not necessarily reduce intrinsic motivation, pointing toward a more critical conceptualization of the motivation crowding-out hypothesis. Such a conceptualization acknowledges that the effect of rewards is determined by the nature of the task being performed and highlights the importance of other determinants of behavior such as self-efficacy and the nature of the motives themselves (Bandura 1977;Bartol and Locke 2000;Frese and Fay 2001;Locke and Henne 1986;Locke and Latham 1990;Thierry 1990). Reward procedures for poorly defined performance result in lower intrinsic motivation, whereas reward procedures requiring specific task performance that signal personal or social significance result in increased intrinsic motivation (Eisenburger, Pierce, and Cameron, 1999;Wiersma 1992).…”

mentioning

confidence: 99%

Crowding Out Intrinsic Motivation in the Public Sector

Georgellis

Iossa

Tabvuma

2010

Journal of Public Administration Research and Theory

245

211

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Employing intrinsically motivated individuals has been proposed as a means of improving public sector performance. In this article, we investigate whether intrinsic motivation affects the sorting of employees between the private and the public sectors, paying particular attention to whether extrinsic rewards crowd out intrinsic motivation. Using British longitudinal data, we find that individuals are attracted to the public sector by the intrinsic rather than the extrinsic rewards that the sector offers. We also find evidence supporting the intrinsic motivation crowding out hypothesis, in that, higher extrinsic rewards reduce the propensity of intrinsically motivated individuals to accept public sector employment. This is, however, only true for two segments of the UK public sector: the higher education sector and the National Health Service. Although our findings inform the literature on public service motivation, they also pose the question whether lower extrinsic rewards could increase the average quality of job matches in the public sector, thus improving performance without the need for high-powered incentives.

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mentioning

confidence: 99%

Crowding Out Intrinsic Motivation in the Public Sector

Georgellis

Iossa

Tabvuma

2010

Journal of Public Administration Research and Theory

245

211

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“…Employee silence may create stress, cynicism and dissatisfaction (Vakola and Bouradas, 2005). Frese and Fay (2001) describe personal initiative of employees as a key element in the competitiveness of a company in the 21st century, and further as an important element in the process of transformation from idea to innovation. (Frese, Kring, Soose et al, 1996;Frohman, 1999;Michalik, 2003;Rank, Pace and Frese, 2004;Talke, Salomo and Mensel, 2006).…”

Section: Proactive Behaviourmentioning

confidence: 99%

“…According to Fedorová and Rajchlová (2012), personal initiative can be considered as a certain type of support. Personal initiative is also defi ned as an individual, proactive and independent approach to work beyond the scope of what is formally required in the given employment (Frese and Fay, 2001;Frese, Fay, Hilburger et al, 1997;Frese, Garst and Fay, 2007). Proactive behaviour is here considered to be behaviour through which the individual reacts to new requirements, or repeated problems immediately (Frese, Garst and Fay, 2007).…”

Section: Proactive Behaviourmentioning

confidence: 99%

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Pro-active Behaviour in Context of Team Climate

Pilař¹,

Pokorná²,

Balcarová³

2014

Acta Univ. Agric. Silvic. Mendelianae Brun.

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Employees are considered to be the main source of creativity, innovation, change and development of the enterprise, which can be considered as key success factors. However, if the company climate does not encourage employee activity, development may slow or stagnate. This article focuses on the possibility of prediction of personal initiative and employee silence based on quantifi cation of the team climate. Relationships between constructs (1) "Team climate" and (2) "Pro-active Behaviour" are evaluated on the basis of Exploratory and Confi rmatory factor analysis. All factors of the construct "Team climate": (T1) Future olrientation, (T2) Peer support of change, (T3) Team Vision and (T4) Regular Contact, have a signifi cant impact on the factors of the construct "Pro-active Behaviour": (P1) Initiative and a negative impact on (P2) Defence silence. No statistically signifi cant eff ect in relation to the factors (P3) Loyalty and (P4) Stagnation was identifi ed. The eff ects, in relation to the initiative of the employees were identifi ed in the interval r = |0.305| − |0.488|. The factor of Defence silence of employees eff ects "Team climate" factors in the interval r = |0.329| − |0.550|. In both cases this concerns medium dependence. The research results can be used to quantify the quality of team climate in order to enhance the individuals' long-term initiative and organisational eff ectiveness. This knowledge serves managers as the basis for leadership and development of pro-active behaviour of team members.

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“…Using this task vs. non-task behavioral categorization, other subsets of work behavior can be readily classified within one of these categories. For example, adaptive performance (Hesketh & Neal, 1999;Pulakos, Arad, Donovan, & Plamondon, 2000) and proactive work behavior (Crant, 2000;Frese & Fay, 2001;Parker, Williams, & Turner, DYNAMIC JOB SATISFACTION SHIFTS 241 2006) exemplify forms of task behavior, as they directly relate to task completion. In contrast, workplace behavior related to managing the work-family interface-referred to as family-supportive supervisor behavior-can be described as a type of non-task behavior.…”

Section: Dynamic Job Satisfaction Shifts 240mentioning

confidence: 99%

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

Caughlin¹

2000

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In this dissertation, I investigated job satisfaction from a dynamic perspective.Specifically, I integrated the momentum model of job satisfaction with the affective shift model and crossover theory in an effort to move beyond traditional, static conceptions of job satisfaction and other constructs. Recent research and theoretical development has focused on the meaning of job satisfaction change for workers and how such change impacts their decisions to leave an organization. To extend this line of inquiry, I posited hypotheses pertaining to: (a) job satisfaction change with respect to positive work behavior (i.e., organizational citizenship behavior, family-supportive supervisor behavior); (b) the potential moderating effect of changes in negative work events (i.e., job demands, interpersonal conflict) on the relation between job satisfaction change and turnover intentions change and positive work behavior; and (c) the crossover of job satisfaction change from managers to employees and the potential underlying behavioral mechanisms.An archival dataset collected by the Work, Family & Health Network was used to investigate the aforementioned phenomena. Data were collected at two time points with a six-month interval via face-to-face computer-assisted personal interviews from individuals working at 30 facilities from a U.S. extended-healthcare organization. In total, data from 184 managers and 1,524 of their employees were used to test hypotheses.Data were analyzed using multilevel structural equation modeling. In an extension of the momentum model, I found that managers' job satisfaction change positively related to DYNAMIC JOB SATISFACTION SHIFTS ii changes in employee reports of their FSSB; in addition, I replicated prior findings in which job satisfaction change negatively related to turnover intentions change.Furthermore, based on my integration of the momentum model and the affective shift model, I tested the proposition that changes in negative work events (i.e., job demands, interpersonal conflict) would moderate the relationship between changes in job satisfaction and focal outcomes. For certain operationalizations of negative work events, hypothesis testing revealed significant interactions with respect to changes in all three outcomes: turnover intentions, OCB, and FSSB. The form of the interactions, however, deviated from my predictions for models including changes in turnover intentions and OCB, although my predictions were supported for models including changes in FSSB. In my integration of the momentum model and crossover theory, the associated hypotheses were met with very limited support. Specifically, the relationship between managers' job satisfaction change and employees' job satisfaction change approached significance, but the relationship between managers' level of job satisfaction and their employees' subsequent level of job satisfaction did not receive support. Similarly, the proposed mediational mechanisms (i.e., managers' OCB and FSSB) of these crossover relations went unsupported...

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4. Personal initiative: An active performance concept for work in the 21st century

Cited by 1,031 publications

References 79 publications

Crowding Out Intrinsic Motivation in the Public Sector

Crowding Out Intrinsic Motivation in the Public Sector

Pro-active Behaviour in Context of Team Climate

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

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