Proactive Behavior in Organizations

Crant, J. Michael

doi:10.1177/014920630002600304

Cited by 1,786 publications

(1,268 citation statements)

References 74 publications

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“…This prompted prominent changes in the employment relationship and psychological contract between employers and employees. Self-concepts, career self-agent and proactive career self-management orientation became a holistic approach in pursuing career development (Orpen, 1994;Ball, 1997;Crant, 2000;King, 2003;Baruch, 2004;McDonald, Brown, & Bradley, 2005;Yamamoto, 2005;Granrose & Baccili, 2006;Bridgstock, 2007) For the recent past decade, employees continue to acquire and demonstrate the necessary skills and attend training for employment seeking (e.g., employability) (Gubler et al, 2013). A series of career management decisions were developed and implemented for guiding purpose or direction in one's work life.…”

Section: The Operationalization Of Protean Careermentioning

confidence: 99%

“…Individuals are capable to gather relevant information in order to form accurate perceptions, and to change one's concept accordingly and subsequently influence career decision making, outcome expectation and career exploratory (Betz & Voyten,1997;King, 2003;Hall, 2004). Crant (2000) also added that proactive personality, personal initiative, role breadth self-efficacy and taking charge are factors in explaining individual who engaged in self-directedness and value driven dimension of protean career. Others suggested high integration between work and family/ life values (Hall, 2002;Sargent & Domberger, 2007;Park, 2009).…”

Section: The Operationalization Of Protean Careermentioning

confidence: 99%

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Protean Career Development: Exploring the Individuals, Organizational and Job-related Factors

Chin¹,

Rasdi²

2014

ASS

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Due to dynamics on both external and internal business environments, new forms of career management and career progression are increasingly being adopted at the individual level to maximize career success. Employees are now more inclined to setup their own career agendas and establish benchmarks in measuring career success in a new trend as emphasized in protean career. Based on the SCCT and JCM models, the study provides a theoretical framework that examines the predictive potential of the individual, organizational and job-related factors in explaining protean career among professional employees. The study is exploratory on the grounds of literature review. Professional employees may gain insights of the importance of protean career in career development process. Practical interventions for HRD professionals are suggested to assist individuals and organisations towards protean career management. Future research could provide a more holistic view of protean career and develop additional propositions.

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Section: The Operationalization Of Protean Careermentioning

confidence: 99%

Section: The Operationalization Of Protean Careermentioning

confidence: 99%

Protean Career Development: Exploring the Individuals, Organizational and Job-related Factors

Chin¹,

Rasdi²

2014

ASS

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“…We argue that the crucial difference between consistency and compensation is that the former implies a proactive focus on maintaining and building a reputation, whereas the latter implies a reactive focus on reputation management. Proactivity refers to self-initiated and future oriented behavior whereas a reactive focus entails an orientation aimed at responding in the moment (Crant, 2000;Parker, Williams, & Turner, 2006).It has been argued that acting consistent with one's self-concept and past behavior results from an active, long-term outlook on reputation building (Blasi, 1980(Blasi, , 1983Reed et al, 2007). This argument is supported by research showing that consistency may form an important long-term reputational cue (Gabarro, 1978;Whitener, Brodt, Korsgaard, & Werner, 1998) that supports the continuous functioning and development of social relationships (Kramer, 1999).…”

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confidence: 99%

Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation

et al. 2013

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Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. The present study's aim was to integrate these two literatures. We argued that compensation forms a reactive, "damage control" response in social situations, whereas consistency derives from a more proactive approach to reputation building and maintenance.Two experiments supported this prediction in showing that cognitive depletion (i.e., resulting in a reactive approach) results in moral compensation whereas consistency results when cognitive resources are available (i.e., resulting in a proactive approach). Experiment 2 revealed that these processes originate from reputational (rather than moral) considerations by showing that they emerge only under conditions of accountability. It can thus be concluded that reputational concerns are important for both moral compensation and moral consistency processes, and that which of these two prevails depends on the perspective that people take: a reactive or a proactive approach.Keywords: Accountability; Moral compensation; Moral consistency; Moral licensing; Moral self-regulation; Prosocial Behavior Moral Self-Regulation, Consistency, and Compensation 3 Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation Every day we encounter numerous work situations in which we have to decide between right and wrong. In the morning, when choosing a new supplier, a warehouse manager may decide to choose for the more expensive one that is guaranteed sweatshop free or she may go for the cheapest offer. In the afternoon, she may decide (somewhat more trivially) to put in some overtime to finish an important deadline or to enjoy a drink on a sunny terrace. Recently, researchers who are interested in behavioral ethics and moral psychology have started to study these moment-to-moment balancing acts between prosocial and self-interested behavior 1 . This research has revealed important roles for the self and selfregulation processes in shaping our moral behaviors (Aquino, Freeman, Reed, Lim, & Felps, 2009;Blasi, 1983;Sachdeva, Iliev, & Medin, 2009;Zhong, Liljenquist, & Cain, 2009).Regretfully, this research has not yet resulted in an integrated model that informs us how self-related processes influence moral behavior. In fact, two distinct literatures seem to have developed independently. While both literatures rely on similar manipulations and measures of morality, they offer surprisingly opposite findings. On the one hand, a series of studies show that people with a salient self-concept as being a moral person disp...

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“…Understanding of the factors with influence on the subjective assessment of an individual is of significance. In this regard, Crant (2000) suggests that allowing employees to participate in career management actions may result in greater satisfaction with the career. Park (2010), in turn, suggests that the meaning of the job for the individual is among such factors because job may be perceived by one as an effort to maintain one's living but also eligible for building a career and providing favorable contributions to the world.…”

Section: Career Satisfactionmentioning

confidence: 99%

From Mentoring to Career Satisfaction: The Roles of Distributive Justice and Organizational Commitment

Gözükara¹

2017

JMS

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A mentor-mentee relationship is a productive partnership on both sides. Mentoring has been repeatedly shown to positively influence several work-related outcomes in an organization. Therefore, the present study explored how mentoring, distributive justice, organizational commitment and career satisfaction are related to each other in order to reveal the mentoring effects both at individual and organizational levels. The study included a sample of 280 participants. SPSS 22.0 and AMOS 22.00 software programs were used to perform the statistical analyses of the study data. The results revealed that mentor role and distributional justice have positive effects on organizational commitment, while organizational commitment positively affects career satisfaction. There was also a positive covariance between mentor role and distributive justice. The findings are discussed from the perspective of both management literature and organizational implications.

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Proactive Behavior in Organizations

Cited by 1,786 publications

References 74 publications

Protean Career Development: Exploring the Individuals, Organizational and Job-related Factors

Protean Career Development: Exploring the Individuals, Organizational and Job-related Factors

Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation

From Mentoring to Career Satisfaction: The Roles of Distributive Justice and Organizational Commitment

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