The relationship between perceived organizational support and proactive behaviour directed towards the organization

Caesens, Gaëtane; Marique, Géraldine; Hanin, Dorothée; Stinglhamber, Florence

doi:10.1080/1359432x.2015.1092960

Cited by 95 publications

(103 citation statements)

References 57 publications

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“…As for “reason to” motivational states, consistent with the propositions by Parker et al () and Strauss and Parker (), the research has mostly focused on more self‐determined forms of motivation, such as intrinsic motivation (Tu & Lu, ), autonomous motivation (Wu & Parker, ), and identification (Liu et al, ). We are somewhat surprised to find that the motivation to reciprocate (e.g., Caesens et al, ), which is a less self‐determined motivation, was identified as a mediator, a point we return to later. As for “can do” motivational states, self‐efficacy perceptions (Wu & Parker, ), perceived risk of being proactive (Yuan & Woodman, ), and perceived probability of success (Ashford, Rothbard, Piderit, & Dutton, ) were identified as mediators.…”

Section: Discussion and Future Directionsmentioning

confidence: 96%

“…“Reason to” motivational states are also potential mediators. For instance, Caesens, Marique, Hanin, and Stinglhamber () found receiving support from the organization made individuals feel that they had the obligation to reciprocate by performing the proactive behavior. They also found that POS could affect individuals' work engagement, which, as Parker and Griffin () argue, could provide the “energized to” motivation for proactivity.…”

Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 99%

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How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.

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Section: Discussion and Future Directionsmentioning

confidence: 96%

Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 99%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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“…As a result, it is important to examine factors that can foster personal well-being and professional growth with a potential return of investment in terms of higher productivity and greater loyalty. Indeed, employees who perceive that their organization is supportive show higher performance, proactive behaviors, reduced absenteeism, and a lessened intention of quitting their job (Eisenberger et al, 1997; Riggle et al, 2009; Arshadi and Hayavi, 2013; Caesens et al, 2016). …”

Section: Introductionmentioning

confidence: 99%

Perceived Organizational Support for Enhancing Welfare at Work: A Regression Tree Model

2016

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When trying to examine outcomes such as welfare and well-being, research tends to focus on main effects and take into account limited numbers of variables at a time. There are a number of techniques that may help address this problem. For example, many statistical packages available in R provide easy-to-use methods of modeling complicated analysis such as classification and tree regression (i.e., recursive partitioning). The present research illustrates the value of recursive partitioning in the prediction of perceived organizational support in a sample of more than 6000 Italian bankers. Utilizing the tree function party package in R, we estimated a regression tree model predicting perceived organizational support from a multitude of job characteristics including job demand, lack of job control, lack of supervisor support, training, etc. The resulting model appears particularly helpful in pointing out several interactions in the prediction of perceived organizational support. In particular, training is the dominant factor. Another dimension that seems to influence organizational support is reporting (perceived communication about safety and stress concerns). Results are discussed from a theoretical and methodological point of view.

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“…Some studies reveal the influence of other factors. For example Caesens et al (2016) showed that perceived organizational support was positively related to temporal change in proactive behaviour directed towards the organization. Employees who feel that their organization highly values their contribution at work and cares about their well-being are more inclined to act proactively.…”

Section: Proactive Behaviourmentioning

confidence: 99%

Job Satisfaction and Its Influence on Proactive Behaviour

Biesok¹,

Wyród-Wróbel²

2017

EJOBSAT

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The purpose of this paper is to show the relation between job satisfaction and proactive behaviour. Existing studies clearly indicate the impact of proactive attitude on job satisfaction. The authors' objective was to verify this relation, assuming reversed hypothesis. Therefore their intention was to establish to what extent job satisfaction affects proactive attitude.Structural equation modelling (SEM) was implemented to test and verify the micromodel containing two latent variables: job satisfaction (exogenic) and proactive behaviour (endogenic). Both of them were equipped with relevant manifest variables, measured in a survey. The survey questionnaires were distributed using snowballing method and the model was tested on the sample of 292 employees.The verification process came out positive and provided necessary data to support the assumed hypothesis. However the model fit was problematic in a sense that it requires verification of the measurement model in order to increase the internal consistency of the set of variables used.These findings can contribute to future studies on job satisfaction. The article points out that as the active attitude is the result, rather than the factor of the job satisfaction, it can be of great importance to people managing human resources.

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The relationship between perceived organizational support and proactive behaviour directed towards the organization

Cited by 95 publications

References 57 publications

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

Perceived Organizational Support for Enhancing Welfare at Work: A Regression Tree Model

Job Satisfaction and Its Influence on Proactive Behaviour

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