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Making Things Happen: A Model of Proactive Motivation:

TLDR
In this paper, the authors identify a range of proactive goals that individuals can pursue in organizations, which vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one's work environment, improving the organization's internal functioning, or enhancing the organisation's strategic fit with its environment) and whether the self or situation is being changed.
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This article is published in Journal of Management.The article was published on 2010-05-14 and is currently open access. It has received 1280 citations till now. The article focuses on the topics: Proactivity.

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Burnout and Work Engagement: The JD–R Approach

TL;DR: In this paper, the authors discuss the main definitions and conceptualizations of burnout and work engagement used in the literature, and review the most important antecedents of work engagement by examining situational and individual predictors.
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Proactive personality and job performance: The role of job crafting and work engagement

TL;DR: In this paper, the role of proactive personality in predicting work engagement and job performance was examined, and it was found that employees with a proactive personality would be most likely to craft their own jobs, in order to stay engaged and perform well.
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Crafting a job on a daily basis: Contextual correlates and the link to work engagement

TL;DR: In this paper, the authors focused on daily job crafting and explored its contextual determinants and one motivational outcome (i.e., work engagement) and found that job crafting is a daily employee behavior with implications for management practice and future research.
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Achieving Effective Remote Working During the COVID-19 Pandemic: A Work Design Perspective.

TL;DR: It is found that virtual work characteristics linked to worker's performance and well‐being via the experienced challenges, and self‐discipline was a significant moderator of several of these relationships.
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The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

TL;DR: This paper examined whether managerial responses to employees speaking up depend on the type of voice exhibited and whether employees speak up in challenging or supportive ways in one field or another. And they concluded that managers' responses depend on whether employees are challenged or supportive.
References
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Book

Self-Efficacy: The Exercise of Control

TL;DR: SelfSelf-Efficacy (SE) as discussed by the authors is a well-known concept in human behavior, which is defined as "belief in one's capabilities to organize and execute the courses of action required to produce given attainments".
Journal ArticleDOI

The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior

TL;DR: Self-Determination Theory (SDT) as mentioned in this paper maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being.
Book

Work and motivation

TL;DR: In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.
Journal ArticleDOI

Conservation of resources. A new attempt at conceptualizing stress.

TL;DR: A new stress model called the model of conservation of resources is presented, based on the supposition that people strive to retain, project, and build resources and that what is threatening to them is the potential or actual loss of these valued resources.
Book

Descartes' Error: Emotion, Reason, and the Human Brain

TL;DR: The authors argued that rational decisions are not the product of logic alone - they require the support of emotion and feeling, drawing on his experience with neurological patients affected with brain damage, Dr Damasio showed how absence of emotions and feelings can break down rationality.
Related Papers (5)
Frequently Asked Questions (8)
Q1. What are the contributions in this paper?

Copyright and reuse: The Warwick Research Archive Portal ( WRAP ) makes the work of researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author ( s ) and/or other copyright owners. 

At the same time, the greater engagement of the self also suggests potentially stronger emotions, and therefore emotional regulation is likely to be very important when pursuing self-set goals (Kanfer & Kantrowitz, 2002). 

The authors draw on self-determination theory (Deci & Ryan, 2000) because, by definition, proactive behavior is autonomous (self-initiated) rather than externally regulated by contingencies outside the person. 

Other topic areas in which employees’ active role has been acknowledged include the literatures on organizational change (e.g., Dutton & Ashford, 1993, on issue selling; Scott & Bruce, 1994, on innovation), organizational socialization (Ashford & Cummings, 1985), and career development (e.g., Rousseau, Ho, & Greenberg, 2006). 

Because challenge needs to be relatively high before flow is possible (Massimini & Carli, 1988), individuals need increasingly greater challenge to experience flow. 

the more that striving to achieve a proactive goal involves effective self-regulation, such as dealing with emotions associated with setbacks and engagement in appropriate reflection, the more likely that proactive goals will continue to be pursued rather than abandoned. 

“The key criterion for identifying proactive behavior is not whether it is in-role or extra-role, but rather whether the employee anticipates, plans for, and attempts to create a future outcome that has an impact on the self or environment” (Grant & Ashford, 2008: 9). Griffin et al. (2007) similarly argued that team-oriented behaviors such as helping and organization-oriented behaviors such as loyalty can be carried out more or less proactively. 

In support of an affect pathway more generally, Fritz and Sonnentag (2009) showed that positive affect promotes taking charge behaviors that day as well as on the following day.