When do low-initiative employees feel responsible for change and speak up to managers?

Starzyk, Anita; Sonnentag, Sabine

doi:10.1016/j.jvb.2019.103342

Cited by 22 publications

(21 citation statements)

References 78 publications

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“…transformational leadership, McCormick et al, 2019) and organizational climate (e.g. psychological safety in workgroup, Starzyk and Sonnentag, 2019) as important moderators. Past research, however, has mainly focused on the moderating effects of perceptions of work environment (Du et al, 2021;Li et al, 2010;McCormick et al, 2019;Starzyk and Sonnentag, 2019), with little attention paid to the roles of relational variables as critical contingencies.…”

Section: Introductionmentioning

confidence: 99%

“…psychological safety in workgroup, Starzyk and Sonnentag, 2019) as important moderators. Past research, however, has mainly focused on the moderating effects of perceptions of work environment (Du et al, 2021;Li et al, 2010;McCormick et al, 2019;Starzyk and Sonnentag, 2019), with little attention paid to the roles of relational variables as critical contingencies. In this paper, we aim to explore two related but distinct relational moderators, trust in leaders and felt trust by leaders, of the proactive personality-to-voice behaviour relationship.…”

Section: Introductionmentioning

confidence: 99%

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The moderating roles of trust and felt trust on the relationship between proactive personality and voice behaviour

Hao

Ping

2022

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PurposeThe purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.Design/methodology/approachSelf-report data were collected from 242 employees in China using an online survey.FindingsTrust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.Practical implicationsTrust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.Originality/valueThe present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The moderating roles of trust and felt trust on the relationship between proactive personality and voice behaviour

Hao

Ping

2022

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“…Furthermore, Fuller et al (2006) demonstrated that access to knowledge and skills was positively related to responsibility for change, and employees with great responsibility tend to exhibit more initiative behaviors (Graham, 1986). Other literature proposed that employees with high responsibility for change displayed more voice (Arain et al, 2019;Starzyk and Sonnentag, 2019) and continuous improvement (Fuller et al, 2006). A prominent HRM model that has been used is the ability, motivation and opportunity model (Allen et al, 2003;Edgar and Geare, 2005), which posits that employees will perform when they have the ability and competencies to do so.…”

Section: Mediating Role Of Responsibility For Changementioning

confidence: 99%

Effects of developmental HR practices on management innovation: a scenario experiment study

Huang

Tang

Deng

2021

CMS

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Purpose This research aims to examine the influence of developmental human resources (HR) practices on management innovation. Drawing on social exchange theory, this paper analyzes the mediating role of responsibility for change and the moderating role of resource availability. Design/methodology/approach The authors conducted a scenario experiment using a sample of 329 part-time MBA students from various Chinese companies in Southwest China, using analysis of variance and regression to examine the hypotheses. Findings The results find a positive relationship between developmental HR practices and management innovation and responsibility for change mediates this relationship. Moreover, it examines the moderating role of resource availability. Resource availability positively moderates the correlation between responsibility for change and management innovation and moderates the mediation effect of responsibility for change on the correlation between developmental HR practices and management innovation. Practical implications Organizations should enhance the actual use of developmental HR practices to ensure the provision of appropriate training and development opportunities for all levels of employees in a fair and equal environment. It is better to take up an individual approach when offering these practices. Organizations should provide enough resources for employees, such as financial, spatial and temporal, and ensure the fair distribution of these resources. Organizations should cultivate the responsibility for change of middle-senior managers who can serve as role models for subordinates. Originality/value This study broadens the research on developmental HR practices, confirming that it has a positive impact on management innovation. It also provides more insight into the “black box” of developmental HR practices affecting management innovation, namely, the mediating effect of responsibility for change. This study shows that resources are critical to understanding how developmental HR practices can contribute to management innovation through responsibility for change. Using social exchange theory, the research deduces the conditional indirect effect of the model and uses a scenario experiment method to conclude causality.

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“…The contribution of an employee who avoids doing more than what is expected from her or him and the one who seeks ways to do her or his job more effectively and takes responsibility instead of waiting for help when s/he encounters a problem, would be different for the benefit of the organization (Starzyk & Sonnentag, 2019). The concept of initiative taking behaviour, which was first introduced for employees of profit-oriented organizations, was used in research on many different occupational groups and fields of work (Redfern, Coster, Ewans, & Dewe, 2010).…”

Section: Taking Initiative At School Administrationmentioning

confidence: 99%

The Relationship between Initiative Taking Levels and Problem Solving Skills of School Administrators

Tekin¹,

Akin

2021

Anadolu Üniversitesi Eğitim Fakültesi Dergisi

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ÖZ: Bu araştırma, okul yöneticilerinin inisiyatif alma düzeyleri ile problem çözme becerileri arasındaki ilişkiyi incelemek amacıyla yapılmıştır. Araştırma betimleyici ilişkisel tarama desenindedir. Örneklem, Orta Karadeniz'de bir ilde bulunan 282 okulöncesi, ilkokul, ortaokul ve lise yöneticisinden oluşmaktadır. Veriler Okul Müdürlerinde Kişisel İnisiyatif Ölçme Aracı ve Problem Çözme Envanteri aracılığıyla toplanmıştır. Değişkenler arasındaki ilişkiler Pearson korelasyon katsayıları ve çoklu doğrusal regresyon analizi ile incelenmiştir. Araştırma sonuçları aceleci ve kaçıngan problem çözme yaklaşımları ile inisiyatif almanın tüm alt boyutları arasında anlamlı negatif ilişki olduğunu gösterirken, bu ilişkilerin düşünen, kendine güvenli, değerlendirici ve planlı yaklaşımlarda anlamlı ve pozitif olduğu saptanmıştır. Çoklu doğrusal regresyon analizi sonuçları okul yöneticilerinin inisiyatif almalarının göreli en önemli yordayıcısının kendine güvenli problem çözme yaklaşımı olduğunu göstermiştir. Sonuç olarak, araştırma okul yöneticilerinin etkili problem çözme becerilerinin desteklenmesinin inisiyatif alma düzeylerini arttıracağını ortaya koymaktadır.

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When do low-initiative employees feel responsible for change and speak up to managers?

Cited by 22 publications

References 78 publications

The moderating roles of trust and felt trust on the relationship between proactive personality and voice behaviour

The moderating roles of trust and felt trust on the relationship between proactive personality and voice behaviour

Effects of developmental HR practices on management innovation: a scenario experiment study

The Relationship between Initiative Taking Levels and Problem Solving Skills of School Administrators

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