Summary
Based upon a sample of 115 employees of a small firm in the south-central region of the United States, results of moderated hierarchical regression analyses indicate that proactive personality is positively related tojob performance. In addition, further analysis indicates that the relationship between proactive personality and job performance is moderated by job autonomy. Thus, this suggests the relationship between proactive personality and job performance is more complex than previously reported, and that proactive personality may not be as "strong" a trait as suggested in the literature.
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Extract
Proactive Personality and Job Performance: Exploring Job Autonomy As a Moderator
As organizations attempt to cope with more dynamic competitive environments, there has been a growing interest in workers who are not only cooperative, but who are self-starting and proactive in helping their organizations function more effectively (Chan, 2000; Crant, 2000). Indeed, the competitive advantage and success of organizations is thought to be increasingly dependent upon personal initiative and proactive behavior (Crant, 2000; Fuller et al., 2007; Selling, 2001). As a result, more and more organizations are beginning to hold employees accountable for behavior that contributes to constructive improvement in the workplace (Selling, 2001). Griffin et al. (2007) note that work performance is no longer considered as simply completing required tasks proficiently and broader meanings of work performance are being examined.
Consequently, a growing stream of research has focused upon gaining a greater understanding of people with "proactive" personalities. According to Rank, Pace, and Frese (2004), the trait components of personal initiative are captured by the "proactive personality" construct (Bateman and Crant, 1993). A person who has a proactive personality is "one who is relatively unconstrained by situational forces and who effects environmental change" (Bateman and Crant, 1993: 105). People with proactive personalities seek out opportunities to improve things, take action, and tend to "persevere until they bring about meaningful change" (Seibert et al, 1999: 417). People who are less proactive do not show personal initiative and do not identify or act upon oppor...See the full content of this document
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