Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design
Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design
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DOI：
10.1002/job.408
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发表时间：
2006-12-01
影响因子：
6.8
通讯作者：
Hester, Kim
中科院分区：
文献类型：
--
作者：
Fuller, Jerry Bryan;Marler, Laura E.;Hester, Kim
虽然已经提出了一些新的理论模型，这些模型暗示了如何利用工作设计来促进积极主动的动机和积极主动的业绩，但这些模型如果要成为当代组织的有用工具，还需要进一步阐述和测试。因此，我们研究了在何种程度上的建设性变化的责任感是一个积极的心理机制，解释了工作设计的特点如何影响建设性的变化导向的行为和积极的表现。具体来说，我们研究工作自主权，在组织层次结构中的位置，获得资源，获得战略相关的信息，和角色模糊的前因感到建设性变革的责任（FRCC）。我们还研究了建设性变化的责任感与发声行为（即，建设性的，面向变化的沟通）和持续改进（即，积极主动的角色）。结果表明，层次位置和获得资源的FRCC呈正相关。研究结果还表明，积极主动的个性调节资源和FRCC之间的关系和策略相关的信息和FRCC之间的关系。互动的曲线图显示，这些关系是增强个人与积极主动的个性。研究结果还表明，FRCC是积极的声音行为和持续改进。也许更重要的是，研究结果表明，FRCC解释了结构和社会结构力量影响主动行为的心理过程。结果进行了讨论，因为它们涉及到更新的工作设计理论和理论的高参与工作系统，工作特点，和领导原型。版权所有（c）2006约翰威利父子有限公司。
Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy-related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change-oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy-related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio-structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright (c) 2006 John Wiley & Sons, Ltd.