Measuring the impact of learning organization on proactive work behavior: mediating role of employee resilience

Abstract

PurposeThe paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation of resources theory, this study tested the mediating role of employee resilience on the relationship between learning organization and proactive work behavior.Design/methodology/approachThe data for this study were collected over two measurement periods (six months apart) via a structured questionnaire among Indian IT/ITES (Information Technology Enabled Services) organizational employees. The study utilized confirmatory factor analysis to test the proposed measurement model. Additionally, the study employed Preacher and Hayes PROCESS macro to investigate the mediating effect of employee resilience.FindingsThe study results demonstrated that employee’s perceptions of learning organization (measured at time 1) positively predict proactive work behavior (measured at time 2), with the relationship being mediated by employee resilience (measured at time 1).Practical implicationsThe study asserts that organizational practitioners who aim to boost their employees’ proactive behavior need to first invest in nurturing learning organization and focus on building their employees’ resilient capability. As a matter of fact, despite focusing on alleviating the adverse events and chiefly emphasizing on stress management, the organizational practitioners should concentrate on building their employees’ resilient capability.Originality/valueThe present study explores the links between learning organization, employee resilience and proactive work behavior. This study tested a cohesive research model to investigate the role of both the contextual and individual resilient capability in enhancing employee proactivity at work. Furthermore, the study unfolds the underlying mechanism between the study variables by exploring the mediating role of employee resilience.

High-Performance Work Systems, Thriving at Work, and Job Burnout among Nurses in Chinese Public Hospitals: The Role of Resilience at Work

“…This finding is similar to previous studies. Some researchers reported a series of management policies that could enhance resilience at work, such as tailored training programs [ 8 ], moderate-to-vigorous physical activity [ 9 ], learning organizational culture [ 24 ], etc. Yet, these studies are piecemeal based.…”

“…On the other hand, it was found that resilience at work partially mediated the influences of HPWS on thriving at work and job burnout, yet, in different directions. In a nurse-focused study, although the literature has reported that resilience at work can enhance positive employee outcomes [ 22 , 23 , 24 ] and reduce negative employee outcomes [ 21 , 23 ], there has been no research to explore and test whether HPWS can impact employee outcomes through developing resilience at work. Our research filled this gap.…”

“…To cope with nurses’ stresses and burnout, healthcare organizations are suggested to frequently support nurses in thriving at work in China [ 18 , 19 , 20 ]. A nurse’s resilience has been reported to reduce negative employee outcomes, such as work stress [ 21 ], job insecurity [ 22 ], and turnover intention [ 23 ], while enhancing positive outcomes, such as proactive work behavior [ 24 ], perceived justice, trust in the organization, creative performance [ 22 ], job satisfaction, quality of care [ 23 ]. Furthermore, HRM systems have also been argued and reported to enhance positive and reduce negative employee outcomes [ 25 , 26 ].…”

Learning Organizations and Employees’ Outcomes: A Perspective of Psychosocial Safety Climate

“…It has been observed that organizations cannot survive and meet the competitive advantage without learning and with the earliest knowledge of their workforce (Alipour & Karimi, 2011;Siddique, 2018). LO develop learning strategies and promote learning through their systematic working environment, leading to positive outcomes, i.e., OI, proactive behaviors and successful implementation of CSR (Adam, Indradewa, & Syah, 2020;Malik, 2022;Osagie et al, 2022). Scholars explained that positive policies and practices and training approaches for learning of employees enables them to transform their values, behaviors and norms which resultantly produces positive things, i.e., sustainability and profitability (Law, Hills, & Hau, 2017), and innovation.…”

Multi-level outcomes of learning organisation: a bibliometric analysis and future research agenda

“…More recently, authors have advocated that learning organisations contribute to change efficacy and the contextual performance of their employees (Budhiraja, 2021). Studies also acclaim that learning organisations support their employees to learn new skills and deal with constant changes at the workplace, which in turn makes employees more secure to try new ideas and exhibit proactive work behaviour (Malik, 2023), leading to enhanced levels of employee satisfaction, commitment, and engagement (Hendri, 2019). Lastly, learning culture supports and facilitates interaction and dialogue, which leads to uncovering mistakes and improving individual performance.…”