Do we work hard or are we just great? The effects of organizational pride due to effort and ability on proactive behavior

Abstract

This study derives a conceptual framework for examining parallel and differential influences of organizational pride in employees' efforts versus abilities on proactivity. Data from a field survey (N = 1218) confirm our theoretical model. Organizational pride in employees' efforts and organizational pride in employees' abilities both had positive indirect effects on proactive behaviors via affective organizational commitment. Yet, whereas organizational pride in employees' efforts additionally had a direct positive effect on individual and team member proactivity, organizational pride in employees' abilities showed a direct negative effect on proactive behaviors for the self, the team, and the organization including a behavioral measurement of employees' provision of ideas for improvement. These findings contribute to the nascent literature on organizational pride by indicating towards employees as source of organizational pride, highlighting potential negative effects of organizational pride, and introducing the differentiation between employees' efforts and abilities.

Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?

“…Additionally, Strauss et al (2009) demonstrated that at the team level, leaders facilitate proactivity by increasing team member's confidence in their KSA's (i.e., role breadth self-efficacy). Finally, Brosi et al (2018) demonstrate that there is also a joint effect between the contextual factor management and organization support and the individual factor positive affect. Specifically, their findings indicate that organizational pride in employees' efforts is associated with greater team member proactivity through affective organizational commitment.…”

How to Build Pride in the Workplace?

“…Organizational pride was initially linked with job satisfaction, either because it could drive from the satisfaction of employees with their employer or because they were usually studied in parallel, reporting similar causes or consequences (Arnett et al 2002;De Roeck et al 2016;Doh et al 2011;Durrah et al 2019;Holtom et al 2008). Both concepts were proven to increase commitment to the organization and reduce turnover intentions (Brosi et al 2018;Holtom et al 2019;Lehtman and Zeigler-Hill 2020;Ng et al 2019). Although some authors propose the opposite relationship, considering organizational pride a consequence of organizational engagement (Farooq and Salam 2020;Nakamura 2013), this paper focus on the most consensual model proposing Hypothesis 1 (H1).…”

Cleaner production practices at company level enhance the desire of employees to have a significant positive impact on society through work

“…Moreover, many academicians (e.g. Brosi et al., 2018 ; Gouthier and Rhein, 2011 ; Humphrey, 2017 ; Kraemer and H.J. Gouthier, 2014 ; Lythreatis et al., 2019 ; Mas-Machuca et al., 2016 ) have agreed that employees’ emotional and cognitive state of mind (e.g.…”

“…Thereby, aforementioned studies (e.g. Brosi et al., 2018 ; Farooq and Salam, 2020 ; Jenks et al., 2010 ; John, 2017 ; John et al., 2019 , 2017 ; Lea and Webley, 1997 , pp. 325–326; Mas-Machuca et al., 2016 ; Shahzadi et al., 2019 ) have undermined the role of OP in promoting positive workplace behavior in the distinct nature of the garments manufacturing industry.…”