Proactive Work Behavior and Innovative Work Behavior: Moderating Effect of Job Characteristics

Nurjaman, Kadar; Marta, M Sandi; Eliyana, Anis; Kurniasari, Dewi; Kurniasari, Dedeh

doi:10.18510/hssr.2019.7663

Cited by 29 publications

(26 citation statements)

References 28 publications

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“…(7) There is a positive and significant effect of PP on PWB mediated by RBSE because of the significant direct effect of PP on RBSE and RBSE on PWB with a positive value of 0.464. This is consistent with the findings by Nurjaman et al (2019), who discovered that PWB is important for organizations since it is likely to enhance present work situations and open up new chances. The State Detention Center (RUTAN) in Indonesia need something comparable.…”

Section: Discussionsupporting

confidence: 92%

Are job satisfaction and role breadth self-efficacy the links to proactive work behavior?

Syamsudin

Eliyana

Nurdin

et al. 2022

Heliyon

Self Cite

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This research is based on a phenomenon that occurs in State Detention Centers in Indonesia. It attempts to test the relation among proactive personality (PP), proactive work behavior (PWB), job satisfaction (JS) and role breadth self-efficacy (RBSE) variables. With a quantitative approach using AMOS, this study took data from 455 respondents from Detention Centers in Indonesia. The results show that PP, JS and RBSE have direct effect on PWB. Further findings will be discussed. The results are expected to increase the understanding of PWB and can be the basis for the human resource management team to decide better approach to build PWB in the organization and eventually implement appropriate policy.

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Section: Discussionsupporting

confidence: 92%

Are job satisfaction and role breadth self-efficacy the links to proactive work behavior?

Syamsudin

Eliyana

Nurdin

et al. 2022

Heliyon

Self Cite

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“…Employees’ proactive behaviors at work are vital for innovation in organizations [ 1 ]. Previous studies have shown that leadership plays an important role in facilitating employees’ proactive behaviors [ 2 , 3 , 4 ].…”

Section: Introductionmentioning

confidence: 99%

Leader Humor and Followers’ Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism

Choi

Sun-Bok

Choi

2022

Behavioral Sciences

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The purpose of this study is to explore the mechanisms by which leader humor affects followers’ change-oriented organizational citizenship behavior. Specifically, we examine the mediation effect of team commitment in the leader humor–change-oriented organizational citizenship behavior link and whether it varied by leader Machiavellianism. Using multi-sourced data from the four battalions of the Republic of Korean Army, our findings show that team commitment mediated the positive relationship between leaders’ affiliative humor and followers’ change-oriented organizational citizenship behavior. Furthermore, the mediated relationship was stronger when leader Machiavellianism was lower. On the other hand, we found no support for the negative relationship between leaders’ aggressive humor and followers’ change-oriented organizational citizenship behavior. Theoretical and practical implications are discussed.

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“…Aydın & Tuzun (2019) highlighted the fact that the ability of workers to retain membership in an organization would also increase as effort-outcome expectations increase due to POS. Individuals with high POS will also be less inclined to explore alternative possibilities (Nurjaman, Marta & Eliyana, 2019). Eisenberger (2016) views perceived organizational support as consisting employees' welfare and employee's opinions and goals.…”

Section: Perceived Organisational Supportmentioning

confidence: 99%

Effect of Employee Biographical Characteristics and Perceived Organisational Support on Academic Staff Retention: A Case of Academic Staff in Universities in Kenya

2021

EJBM

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The global problem of academic staff retention affects developed countries the same way as it affects developing countries. Perceived organizational support (POS) is a situation where employees develop an attitude or a belief about the degree to which their organization values their contributions and cares about their welfare. The objective of the present study is to examine the effects of perceived organisational support and employee biographical characteristics (age, gender, tenure in the university, tenure as an academic, job position and education) on academic staff retention in universities in Kenya. The sample of the study consisted of 388 academic staff drawn from a population of 13,441 academic staff in 31 public universities and 32 private universities in Kenya. Questionnaire method was used to collect data which was analyzed using inferential statistics which included Independent Samples t-Test, One Way Analysis of Variance (ANOVA), Pearsons Correlation analysis and Multiple Regression analysis. The analyses showed that the mean scores of Perceived Organisational Support (employees welfare) and POS (employees opinion and goals) did not differ significantly on the basis of gender, age, tenure in the university, tenure as an academic and university sector. In addition, the study found that the mean scores of POS (employees' opinions and goals) differed significantly on the basis of job position while mean scores of POS (employees' welfare) differed significantly on the basis of level of education. Further, the results showed that the mean scores of retention differed significantly on the basis of age, tenure in the university, tenure as an academic and job position. The results of correlation analysis showed that Perceived Organisational Support had a significant positive relationship with academic staff retention. Further, the results of multiple regression analysis showed that age and Perceived Organisational Support were significant positive predictors of retention. Finally, the results of multiple regression analysis showed that POS (employees welfare) influenced retention in public universities while POS (employees' opinions and goals) influenced retention in private universities. The study recommended that Universities should improve welfare matters such as pay, incentives, medical insurance among others and that Universities managers should be willing to listen to the employees concerns, soliciting their opinions and giving credit for implemented suggestions. The study further recommended that top university policy makers should implement various retention strategies targeting academics in the positions of senior lecturer and professors, and those with longer tenure in academics and in their universities.

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Proactive Work Behavior and Innovative Work Behavior: Moderating Effect of Job Characteristics

Cited by 29 publications

References 28 publications

Are job satisfaction and role breadth self-efficacy the links to proactive work behavior?

Are job satisfaction and role breadth self-efficacy the links to proactive work behavior?

Leader Humor and Followers’ Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism

Effect of Employee Biographical Characteristics and Perceived Organisational Support on Academic Staff Retention: A Case of Academic Staff in Universities in Kenya

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