Doris Fay

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

Abstract This article reports on the development of a concept of personal initiative (PI). Personal initiative is a work behavior defined as self-starting and proactive that overcomes barriers to achieve a goal. It is argued that future workplaces will require people to show more PI than before, and that current concepts of performance and organizational behavior are more reactive than desirable. The facets of PI are developed along the lines of goals, information collection, plans, and feedback. Personal initiative enables people to deal with job difficulties more actively, for example, with stressors, unemployment, career changes, or becoming an entrepreneur. High PI changes the work situation of employees and relates to success as an entrepreneur. Personal initiative is seen to sharpen and partly modify the concepts of reciprocal determinism, organizational citizenship behavior, innovation, entrepreneurship, work performance, intrinsic motivation, and self-regulation.

Making things happen : Reciprocal relationships between work characteristics and personal initiative in a four-wave longitudinal structural equation model

The authors used the frameworks of reciprocal determinism and occupational socialization to study the effects of work characteristics (consisting of control and complexity of work) on personal initiative (PI)--mediated by control orientation (a 2nd-order factor consisting of control aspiration, perceived opportunity for control, and self-efficacy) and the reciprocal effects of PI on changes in work characteristics. They applied structural equation modeling to a longitudinal study with 4 measurement waves (N = 268) in a transitional economy: East Germany. Results confirm the model plus 1 additional, nonhypothesized effect. Work characteristics had a synchronous effect on PI via control orientation (full mediation). There were also effects of control orientation and of PI on later changes in work characteristics: As predicted, PI functioned as partial mediator, changing work characteristics in the long term (reciprocal effect); unexpectedly, there was a 2nd reciprocal effect of an additional lagged partial mediation of control orientation on later work characteristics.

The Concept of Personal Initiative: An Overview of Validity Studies

Construct validity of an interview measure of personal initiative (PI) is examined in two parts. The first part assembles the results from 11 samples, showing that PI is meaningfully related to a nomological network of variables, based on environmental supports; knowledge, skills, and cognitive abilities; personality variables and orientations; and behavior and performance, confirming our hypotheses. In the second part, the article presents a new analysis that looks at the influence of motivational parameters (control aspiration, self-efficacy, and change orientation) and cognitive ability on PI within a longitudinal study in East Germany.

Getting the most out of multidisciplinary teams: A multi‐sample study of team innovation in health care

Driven by the assumption that multidisciplinarity contributes positively to team outcomes teams are often deliberately staffed such that they comprise multiple disciplines. However, the diversity literature suggests that multidisciplinarity may not always benefit a team. This study departs from the notion of a linear, positive effect of multidisciplinarity and tests its contingency on the quality of team processes. It was assumed that multidisciplinarity only contributes to team outcomes if the quality of team processes is high. This hypothesis was tested in two independent samples of health care workers (N = 66 and N = 95 teams), using team innovation as the outcome variable. Results support the hypothesis for the quality of innovation, rather than the number of innovations introduced by the teams.

Rethinking the effects of stressors : a longitudinal study on personal initiative

This study examined the relationship between stressors at work and personal initiative (PI), one proactive concept of extra-role performance. Using a control theory framework to describe the stress process, the authors hypothesized that stressors should be positively related to PI. This departs from findings of negative relationships between stressors and other types of performance. Furthermore, curvilinear relationships were tested. The analyses, based on 4 measurement waves of a longitudinal field study with 172 to 193 participants, showed that stressors were positively related to subsequent changes in PI; there was no support for a curvilinear relationship.

The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees

ABSTRACT Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed.

Exploring positive, negative and context-dependent aspects of proactive behaviours at work

This article is an introduction to the Special Section entitled ‘Exploring positive, negative and context-dependent aspects of proactive behaviours at work’ which features in this issue of Journal of Occupational and Organizational Psychology.

Reciprocal relationship between proactive personality and work characteristics: A latent change score approach

Previous proactivity research has predominantly assumed that proactive personality generates positive environmental changes in the workplace. Grounded in recent research on personality development from a broad interactionist theoretical approach, the present article investigates whether work characteristics, including job demands, job control, social support from supervisors and coworkers, and organizational constraints, change proactive personality over time and, more important, reciprocal relationships between proactive personality and work characteristics. Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality. In addition, proactive personality exerts beneficial lagged effects on increases in job demands, job control, and supervisory support, and on decreases in organizational constraints. Dynamic reciprocal relationships are observed between proactive personality with job demands and job control. The revealed corresponsive change relationships between proactive personality and work characteristics contribute to the proactive personality literature by illuminating more nuanced interplays between the agentic person and work characteristics, and also have important practical implications for organizations and employees.

Current themes in organizational change

The game goes on. The pressure on organizations for continuous change, in order to adapt to shifts in market structure, to deregulation or legal initiatives, and to quickly grasp evolving opportunities has not reduced—on the contrary; it has increased with progressing globalization and competition. Specifically, current challenges range from managing mergers and acquisitions, downsizing, and ‘‘rightsizing’’, to business reengineering, or developing and implementing new technologies. As sales markets are getting tougher, companies keep decreasing the product life cycles, which necessitates faster innovation. ‘‘Change’’ has become a buzzword in the daily press; it seems to be omnipresent in the minds of consultants and other practitioners. Unfortunately, the results from costly change efforts fall too often behind expectations. For social scientists, therefore, it remains a pertinent task to invest in research that helps to gain a better understanding of change processes and of factors that contribute to successful change and innovation. This special issue faces up to this challenge by providing empirical and theoretical contributions that address two subject areas of the multifaceted change arena: first, corporate restructurings such as merger and acquisition, downsizing, or redundancies; and second, changing and innovating the way business is done. Mergers and acquisitions (M&A) seem to appear in waves, with the earliest ones being witnessed in the late 1890 in the USA and the most recent one in the 1990 (Gaughan, 2002; Lubatkin & Lane, 1996). By now, M&A are common to nearly all industries, such as finance (e.g., Allianz and Dresdner in 2001), media (AOL and Time Warner in 2000), or production (HP and Compaq in 2001). The optimistic voices that celebrate the

Mobilization of Cognitive Resources and the Generation Effect

The generation effect refers to the memory advantage of words that have been generated rather than read. Such a read-generate comparison confounds qualitative task differences and raises methodological problems. A revised methodology is proposed circumventing these problems in that the encoding task is held constant and all stimuli have to be generated, but the degree of generativeness (i.e. the amount of cueing) is varied. In Experiment 1, 1, the (refined version of the) generation effect is demonstrated in a within-subjects design; with increasing generation activity left to the subject, free recall performance increases. No effect is obtained for degree of target masking. The same finding is replicated and shown to be independent of self-paced study time when generative activity is manipulated between subjects (Experiment 2) or within subjects (Experiment 3). As all learning trials involve generation, encoding time is controlled statistically, and free recall is used as a measure of memory, this refined generation effect cannot be explained as an artifact of selective attention or elaboration. Rather, generative activity seems to increase the mobilization of cognitive resources. This motivational account is supported by Experiment 4 showing an enhanced generation effect for positive mood.