How a Learning-Oriented Organizational Climate is Linked to Different Proactive Behaviors: The Role of Employee Resilience
TLDR
In this paper, the authors developed and tested a model of the relationship between a learning-oriented organizational climate, employee individual resilience and three broad categories of proactive behaviors, i.e., proactive work behavior, proactive strategic behavior and proactive person-environment fit behavior.Abstract:
This study develops and tests a model of the relationship between a learning-oriented organizational climate, employee individual resilience and three broad categories of proactive behaviors, i.e. proactive work behavior, proactive strategic behavior and proactive person–environment fit behavior. The study tests a mediation model. Cross-sectional data was gathered from 108 employees in four Dutch organizations. Results demonstrate that employee resilience mediates the relationships between a learning-oriented organizational climate and proactive work behaviors. By investigating three proactive behaviors, this study answers to the call for studies that empirically investigate multiple related proactive behaviors within one study design. This design sheds light on whether a learning-oriented organizational climate promotes certain proactive behaviors more than others.read more
Citations
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Examining the Predictors of Resilience and Work Engagement during the COVID-19 Pandemic
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Employee resilience: development and validation of a measure
TL;DR: In this paper, a new measure of employee resilience, the Employee Resilience Scale (ES), is proposed to measure the extent of resilience of an individual in a work environment.
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Resilient employees are creative employees, when the workplace forces them to be
Dirk De Clercq,Renato Pereira +1 more
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Believe they can succeed, and they will: intrapreneurial behavior and leadership
TL;DR: In this paper, the authors investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.
References
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Employability enhancement through formal and informal learning: an empirical study among Dutch non-academic university staff members
Abstract: Although learning is generally perceived as a way to improve employees' current job performance, so far, no research has been conducted to explore the possible relationships between formal and informal learning, on the one hand, and employability, on the other. Though contemporary views stress the importance of the job as a powerful learning site, considerable research evidence underpinning these views is lacking. This paper goes into the impact of formal and informal learning upon employability. The influence of employee characteristics and organizational factors is also taken into account. An e-questionnaire was used to collect data among 215 Dutch non-academic university staff members. Our findings emphasize the necessity of Human Resource Development strategies that encompass a mix of formal and informal learning opportunities. In particular, participation in networks appears to be an important predictor for employability. With the outcomes of this study, we aim to contribute to the further development of theoretical insights regarding employability enhancement through learning possibilities embedded in the workplace. It seems that strategies that focus exclusively on enhancing informal on-the-job learning should not be encouraged. Our study is limited to one context and further research is required to investigate the generalizability of the findings to other occupations and/or countries.
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Resilience: A Review Using a Grounded Integrated Occupational Approach
TL;DR: Resilience, the ability to adapt to adversity and endure job demands, is growing in prominence in management literature with limited regard to occupational influences as mentioned in this paper, and it is defined as "the ability of adaptability and resilience to adversity".
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Learning from errors: The role of context, emotion, and personality
TL;DR: In this paper, the authors focused on the relationship between negative emotionality and learning from errors and found a positive association between negative emotions and motivation to learn and perceived managerial intolerance of errors and emotional stability.
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The impact of managerial coaching behavior on employee work-related reactions.
TL;DR: Kim et al. as discussed by the authors examined the relationship between perceived managerial coaching behavior and employee work-related outcomes. But, no study of managerial coaching in Asian cultural contexts has been identified.
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Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance
TL;DR: In this article, the authors investigated the relationship between collective positive emotions at work and team resilience, expanding on the Broaden and Build theory of Fredrickson at the collective level of analysis.