The proactive employee: Managing workplace initiative

By D. Campbell. 2000

393 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/26ddd1f9d3f12a1de541fd8cb8d187f8d33fa5e2

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In Organizational Behavior and Human Resource Management

Citations in the corpus

`That is my job' (2007, background): “Self-starting and improvement-oriented behaviours are increasingly critical, as reflected by the emerging interest in concepts such as proactivity (Campbell, 2000; Crant, 2000; Parker et al., 2006).”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, background): “…the firm by including HR flexibility–related questions, such as employee abilities to engage in broad, open-ended, and interdependent roles that differ from a traditional conception of job performance centered on the effective performance of a set of specified tasks (Campbell, 2000; Parker, 2000).”
Feeling good and performing well? Psychological engagement and positive behaviors at work (2010, background): “However, with increasing globalization, mergers, and dynamic changes in businesses it has become increasingly important for the viability of organizations to have employees who engage not only in proficient, but also in adaptive and proactive behaviors (Campbell, 2000; Frese & Fay, 2001; Frohman, 19”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “In regard to introjected regulation of proactive behavior, Campbell (2000) observes that job descriptions increasingly mention proactive behavior.”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, background): “Employees with a flexible role orientation believe that their roles in the firm are far-reaching, and consequently feel ownership of the goals and problems beyond their immediate set of tasks (Campbell, 2000).”
The relationship between workplace spirituality and innovative work behavior: the mediating role of perceived person–organization fit (2015, background): “OCB may increase individual initiatives (Campbell 2000) and such initiatives inculcate innovative behavior among employees.”
Employee, manage thyself: The potentially negative implications of expecting employees to behave proactively (2010, background): “Nevertheless, a casual look at job descriptions finds that the word 'proactive' is mentioned more and more often (Campbell, 2000), and Erdogan and Bauer (2005, p.”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, background): “First, empowerment has been defined as organizational practices devoted to increasing employee discretion and influence through task involvement (Campbell, 2000; Forrester, 2000; Spreitzer, 1995).”
Proactive personality and proactive behaviour: Perspectives on person–situation interactions (2018, neutral): “…outcomes (i.e., job satisfaction; career success; organizational performance; Belschak, Den Hartog, & Fay, 2010; Bindl & Parker, 2010; Campbell, 2000; Cascio & Aguinis, 2005; Crant, 2000; Den Hartog & Belschak, 2007; DuBrin, 2013; Thomas, Whitman, & Viswesvaran, 2010; Wall &…”
Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work (2018, background): “Employees with a proactive personality actively try to reorganize their work life (Campbell, 2000) because they take the initiative instead of giving up in the face of challenges (Liguori, McLarty, & Muldoon, 2013).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “On the other hand, when leaders view follower behavior as valuable, they are likely to reward that behavior by giving followers higher performance evaluations (Campbell, 2000; Fuller et al., 2015).”
Leader-follower congruence in proactive personality and work outcomes: The mediating role of leader-member exchange (2012, background): “This could help avoid the potential “initiative paradox” for leaders who themselves are low in proactive personality (Campbell, 2000).”
When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics (2017, background): “It has become increasingly important to anticipate opportunities and initiate actions to operate effectively in complex and uncertain work environments (Campbell, 2000; Griffin, Neal, & Parker, 2007).”
Managing the Risks of Proactivity: A Multilevel Study of Initiative and Performance in the Middle Management Context (2016, background): “Disciplinecreates shared expectations about appropriate behaviors and ensures timely feedback that can prevent misalignment of initiativeswith organizational objectives (Campbell, 2000).”
When does proactivity have a cost? Motivation at work moderates the effects of proactive work behavior on employee job strain (2017, background): “As organizations face uncertainty and rapid change, there is increasingly a focus on encouraging employees to work in a proactive manner (Campbell, 2000; Erdogan & Bauer, 2005).”