Work characteristics, challenge appraisal, creativity, and proactive behavior: A multi‐level study

Abstract

SummaryWork characteristics such as time pressure and job control can be experienced as a challenge that is positively associated with performance-related behaviors. Using experience-sampling data from 149 employees, we examined the relationships between these work characteristics and creativity and proactive behavior on a daily level. Results from multilevel analyses indicate that time pressure and job control are perceived as challenging, and that challenge appraisal in turn is related to daily creativity and proactive behavior. Furthermore, cross-level mediation analyses revealed that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal. This study supports the view of time pressure as a challenge-related stressor that leads to favorable outcomes.

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

“…To date, empirical research has yielded mixed and inconsistent results as to whether time pressure undermines or enhances creativity (Anderson, Potočnik & Zhou 2014;Amabile et al 2002;Andrews & Farris 1972;Baer & Oldham 2006;Ohly & Fritz 2010). We found three empirical studies that demonstrated a negative effect of time pressure on creativity.…”

“…Therefore, we hypothesized an inverted Ushaped relation between overall perceived time pressure and creativity. Surprisingly, results showed a U-shaped relationship, suggesting that a) high levels of time pressure will result in more creativity since high time pressure may be perceived as challenging, and challenge appraisal in turn is related to creativity (Ohly & Fritz 2010) and b) low levels of time pressure will also facilitate creativity by allowing employees to have enough time to engage in multiple roles (Coverman 1989), which enables interaction with different people and support from colleagues and family when necessary. This finding presents the study's first theoretical contribution to the creativity literature by providing evidence of the existence of a curvilinear, Ushaped relation between perceived time pressure and creativity.…”

“…Some demonstrated a negative effect of time pressure on creativity (Kelly & McGrath 1985), others found no effect (Amabile & Gryskiewicz 1989), and some even found a positive effect (e.g. Andrews & Farris 1972;Ohly & Fritz 2010). …”

Enhancing a Sense of Competence at Work by Engaging in Proactive Behavior: The Role of Proactive Personality

“…In contrast, those lower in proactive personality are less likely to enhance their sense of competence from engaging in proactive behavior, not only because they tend not to do so, but also because they may not appreciate such experiences as being dominant and taking risks to challenge status quo can make them full uncomfortable (Côté & Moskowitz, 1998). Although those lower in proactive personality may behave proactively when they need to (Ohly & Fritz, 2010;Wu, Parker, & de Jong, 2014), they are less likely to attribute a competent view to themselves from engaging in such behavior because their proactive behavior is triggered by external demands. Moreover, they will not be granted a "proactive" badge from others if they are forced to engage in proactive behavior.…”

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

“…As the differentiation between job demands and challenges was more apparent at the daily level, it is possible that characteristics such as problem solving are perceived as a challenge in the short term, but as a demand or a cost in the long term. Although there is no empirical evidence, to the author's knowledge, which demonstrates differences in the appraisal of chronic and temporal demands, there is evidence to suggest that coping and regulation processes are apparent at a daily level (Ohly & Fritz, 2010;Schmitt, Zacher & Frese, 2012). Ohly and Fritz (2010) for example, suggest that individuals who desire changes in their work conditions might appraise their situation as challenging at that time.…”