Proactivity routines: The role of social processes in how employees self-initiate change

Abstract

Proactive work behaviors are self-initiated, future-focused actions aimed at bringing about changes to work processes in organizations. Such behaviors occur within the social context of work. The extant literature that has focused on the role of social context for proactivity has focused on social context as an overall input or output of proactivity. However, in this article we argue that the process of engaging in proactive work behavior (proactive goal-striving) may also be a function of the social context in which it occurs. Based on qualitative data from 39 call center employees in an energy-supply company, we find that in a context characterized by standardized work procedures, proactive goal-striving can occur through a proactivity routine – a socially constructed and accepted pattern of action by which employees initiate and achieve changes to work processes, with the support of managers and colleagues. Our findings point to the need to view proactive work behaviors at a higher level of analysis than the individual in order to identify shared routines for engaging in proactivity, as well as how multiple actors coordinate their efforts in the process of achieving individually-generated proactive goals.

Spiritual Leadership on Proactive Workplace Behavior: The Role of Organizational Identification and Psychological Safety

“…Proactive workplace behavior can be defined as a “process whereby individuals recognize potential problems or opportunities in their work environment and self-initiate change to bring about a better future work situation” (Parker and Collins, 2010, p. 636). Employees’ proactive workplace behavior is getting increasingly important for organizations to adapt to a volatile business environment and obtain a competitive advantage (Vough et al, 2017). Drawing on self-determination theory (SDT) (Ryan and Deci, 2000a; Parker and Collins, 2010), our study uncovers the mediating mechanisms through which spiritual leadership influences proactive workplace behavior by suggesting organizational identification and psychological safety as two sequential mediators.…”

Power crafting at work: A phenomenological study on individual differences

“…Indeed, our participants were obviously the initiators of their own power crafting processes. 'Taking control and aiming for change' (Vough et al, 2017: 1194) is a major underlying reason for individuals to show proactive behaviours, which also applies to the elements we have identified for the power crafting phenomenon. Finally, the power crafting phenomenon in our study also required individuals to get 'attuned to the broader social contexts' (Vough et al, 2017).…”

“Woulda, Coulda, Shoulda”. Workers’ Proactivity in the Association between Emotional Demands and Mental Health

“…From the perspective of human resources management, regular feedback from a superior, sharing objectives with workers, and an appreciation for initiative and leaders’ support [61] enables individuals to implement proactive conducts. Other research confirmed that organisational and social processes shape proactivity in terms of discussing ideas with managers, autonomy, and peer support, which enhance workers’ self-efficacy for proactivity and allows them to feel more confident about acting appropriately [62,63].…”