ORCID Profile
0000-0002-8011-6323
Current Organisations
King's College London
,
University of Leeds
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Publisher: Wiley
Date: 17-11-2023
DOI: 10.1111/APPS.12442
Abstract: In iduals often need to be proactive in order to successfully navigate their career development journeys. To what extent one is vocationally proactive has critical implications for his or her attitudes, behaviors, and other outcomes in career and work‐related settings. However, research in career proactivity has been accumulating from ergent perspectives, resulting in a substantially fragmented literature that has not been comprehensively, objectively synthesized to guide the field to move forward. To advance the domain of career proactivity, this paper synthesizes theoretical and empirical literatures using two major bibliometric analyses. We first analyze the intellectual basis of the career proactivity literature by performing document citation analysis. We then review the developmental trends of main conceptual themes in career proactivity literature using a temporal co‐word analysis. Informed by these bibliometric findings, we propose a roadmap for future research highlighting the need to clear up concepts, account for context, develop new meso‐level theories, and bridge the domains of organizational behavior and vocational development.
Publisher: Elsevier BV
Date: 02-2021
Publisher: Emerald
Date: 18-12-2019
Abstract: The purpose of this paper is to build a moderate mediation model to delineate the effects of leader humility on employee constructive voice behavior based on conservation of resources theory and crossover of resources model. Specifically, when a leader behaves with humility, the followers will be more likely to feel they receive psychological resources from their interactions with the leader (i.e. relational energy), and thus engage in more constructive voice behavior. In addition, this energizing effect only occurs when the leader is perceived as having higher apparent sincerity by their subordinates. The research hypotheses of this study were empirically tested using multi-timepoint and multi-source (i.e. supervisors and subordinates) survey data in China. Study 1, based on data from 449 subordinates and 88 immediate supervisors, was conducted to test the proposed mediation effect. Study 2, based on data from 185 subordinates and 50 immediate supervisors, was conducted to replicate the findings of Study 1 and test the integrated model. The results of Study 1 support the proposed mediation effect that leader humility positively predicts followers’ constructive voice behavior via boosting followers’ relational energy. The results of Study 2 replicate the findings of Study 1 and further indicate that leader humility is only positively related to perceived relational energy when a leader is perceived as having higher apparent sincerity by their subordinates. This paper provides detailed instructions for business practitioners. First, given that employee constructive voice behavior is related to employee relational energy and is beneficial to organizations, leaders are encouraged to behave with humility when interacting with their subordinates. Second, from the perspective of human resource management, well-designed training programs can be used to help leaders to develop leader humility. Third, the findings of this paper call attention to a potential risk for humble leaders. Organizations should educate leaders on the potential negative consequences of false humility and encourage leader humility that will appear in leaders’ sincerity. Overall, drawing on conservation of resources theory and crossover of resources model, this paper reveals that boosting relational energy is a mechanism via which humble leaders can shape employees’ voice behavior. Second, by examining the moderation effect of apparent sincerity of leaders from followers’ perspective, this paper suggests an actor–recipient perspective to identify the boundaries of the energizing mechanism. Third, the findings of this paper add to the knowledge on voice research by highlighting an additional source of energy for employee constructive voice behavior.
Publisher: American Psychological Association (APA)
Date: 2012
DOI: 10.1037/A0025673
Abstract: Core self-evaluations (CSE) have been proposed as a static personality trait that influences in iduals' work experiences. However, CSE can also be influenced by work experiences. Based on the corresponsive principle of personality development, this study incorporated both dispositional and contextual perspectives to examine longitudinal reciprocal relationships between CSE and job satisfaction. Longitudinal data from 5,827 participants in the British Household Panel Survey from 1997 to 2006 were analyzed. A series of structural equation models revealed that job satisfaction and the growth of job satisfaction in previous years positively predicted CSE in a later year. In turn, CSE contributed to higher job satisfaction and growth of job satisfaction in following years. This result shows that both dispositional and contextual forces interweave to shape in iduals' self-views and experiences over time.
Publisher: Informa UK Limited
Date: 09-2013
Publisher: Elsevier BV
Date: 2023
Publisher: Emerald
Date: 22-02-2022
Abstract: – While researchers have discussed the association between career change to self-employment and job satisfaction, few have considered how the association is achieved. Therefore, in this study, the authors aim to explain this relationship from the perspective of job quality. The authors build on job design theory to propose and empirically test how fluctuations in job satisfaction as associated with the transition to self-employment can be explained by changes in job quality. – The authors tested their propositions using a longitudinal, nationally representative database from Australia for the 2005–2019 period. The final s le included 108,384 observations from 18,755 employees. – In line with the literature, the authors found that job incumbents experienced low job satisfaction in the years prior to their career change to self-employment and that their job satisfaction improved after the transition. More importantly, the authors found the same change pattern for job quality – measured as job autonomy and skill variety – and the statistical results demonstrated that job quality was the key determinant of job satisfaction during the process. – This study advocates the importance of job quality in managing employee wellbeing and facilitating retention. – The authors contribute to the literature by uncovering how job quality, represented by skill variety and job autonomy, can explain fluctuations in job satisfaction during in iduals’ career change from paid employment to self-employment.
Publisher: Emerald Group Publishing Limited
Date: 2013
Publisher: SAGE Publications
Date: 17-08-2020
Abstract: In this research, we simultaneously examined the relative applicability of person-environment fit and relative deprivation theories in explaining the interactive effects of perceived overqualification and collectivism cultural orientations on positive outcomes. We hypothesized that the negative (positive) influence of perceived overqualification on person-environment fit (relative deprivation) will be weaker among employees with high collectivism cultural orientation. We also examined which of these two different mechanisms would explain the hypothesized interactive effects in predicting these workers’ citizenship behavior, personal initiative, work engagement, and life satisfaction. We tested our hypotheses in two studies. In Study 1, we recruited professional staff (n = 852) and their coworkers (n = 301) from 95 universities and tested our hypotheses in a matched s le of 190 employees and their peers. The moderated mediation results supported the idea of person-environment fit (but not relative deprivation) as the mechanism explaining why collectivism orientations assuaged the negative effects of perceived overqualification on these outcomes. We constructively replicated these results in Study 2, which was a time-lagged design with full-time employees (n = 224). Study 2’s results further supported the robustness of our model by testing alternative moderators, mediators, and outcomes.
Publisher: Elsevier BV
Date: 08-2015
Publisher: SAGE Publications
Date: 29-10-2013
Abstract: Feedback inquiry is a proactive behaviour that is instrumental for gaining information about job performance. However, feedback inquiry also has a social component, especially in the context of flexible team-work environments. Feedback inquiry implies interacting with others, suggesting that relational considerations might affect whether in iduals accept and apply feedback to improve their performance. Drawing on this relational perspective, we examined the role of attachment styles in employees’ peer-focused feedback inquiry, as well as the subsequent association of feedback inquiry with job performance. We proposed that in iduals higher in attachment anxiety would be more inclined to engage in feedback inquiry from peers, whereas those higher in attachment avoidance would be less likely to do so. We also proposed that in iduals higher in attachment anxiety would benefit more from feedback inquiry, such that the association between feedback inquiry and performance is stronger for these in iduals. Results from multi-source data from 179 employees in a flexible team-work environment and up to three of their peers generally supported these hypotheses. This study broadened our understanding of the dispositional antecedents of feedback inquiry, and suggests a boundary condition for when such behaviour is associated with enhanced job performance.
Publisher: SAGE Publications
Date: 06-12-2013
DOI: 10.1111/ETAP.12084
Publisher: Emerald
Date: 06-03-2017
Abstract: The purpose of this paper is to offer an autonomous motivation perspective to explore the relationship between perceived overqualification and adaptive work behavior and examine job autonomy as a factor that may moderate the association. The hypotheses were tested in two culturally, demographically, and functionally erse s les: s le 1 was based on North American community college employees ( n =215) s le 2 was based on full-time workers, employed in a Chinese state-owned enterprise specializing in shipping ( n =148). In study 1, perceived overqualification was negatively related to self-rated adaptive behavior. A follow-up study 2 extended these findings by demonstrating that perceived overqualification was negatively related to supervisor-rated adaptive work behavior when job autonomy was low, rather than high. The results of this research offer an autonomous motivation perspective to explain why perceived overqualification relates to adaptive behavior and suggests a job design approach to encourage adaptive behaviors of people who feel overqualified – a sizable segment of the current workforce. This is one of the first studies to explore adaptive behavior of workers who feel overqualified – an outcome that has not been examined in this domain. The findings further point out what can be done to encourage adaptive behaviors among overqualified employees.
Publisher: Elsevier BV
Date: 2020
Publisher: SAGE Publications
Date: 21-12-2011
Abstract: The authors propose that need for cognition, an in idual’s tendency to engage in and enjoy thinking, is associated with in idual innovation behavior. Moreover, drawing on an interactionist perspective, the authors suggest that need for cognition becomes more important when in iduals face lower job autonomy and time pressure in their work. This is because, when these job characteristics are low, there is no contextual driving force for in idual innovation, so personality has a stronger influence. In a multisource study of 179 employees working in a Dutch research and consultancy organization, the authors’ expectations were largely supported. They found that need for cognition was positively associated with peer-rated innovation behavior, as were job autonomy and time pressure, even when controlling for openness to experience and proactive personality. Furthermore, the relationship between need for cognition and innovation behavior was strongest for in iduals with low job autonomy and low time pressure and indeed was nonexistent at high levels of these contextual variables. This study, therefore, suggests that context can substitute for an in idual’s need for cognition when it comes to in idual innovation.
Publisher: American Psychological Association (APA)
Date: 11-2020
DOI: 10.1037/APL0000488
Publisher: Elsevier BV
Date: 06-2023
Publisher: Wiley
Date: 17-11-2011
Publisher: Wiley
Date: 15-06-2018
DOI: 10.1111/JOOP.12227
Publisher: Elsevier BV
Date: 06-2022
Publisher: Emerald Group Publishing Limited
Date: 2012
Publisher: SAGE Publications
Date: 09-07-2016
Abstract: Researchers have proposed that leader support helps employees behave proactively at work. Leader support can facilitate the opportunities for employees to bring about change, as well as their motivation to do so. Nevertheless, empirical studies have shown mixed effects of leader support on employees’ proactive behavior. In this study, to reconcile the inconsistent findings on the impact of leader support on employees’ proactive behavior, the authors consider the content, mediating mechanisms, and boundary conditions of leader support in shaping employees’ proactive behavior. On the basis of attachment theory, the authors propose that secure-base support from leaders (support in the form of leader availability, encouragement, and noninterference) positively predicts employees’ proactive work behavior by increasing their role breadth self-efficacy and autonomous motivation. These hypotheses are supported in an online-survey s le from U.S. participants (N = 138) and a s le from a large gas and oil company in China (N = 212). The authors further propose that the beneficial effects of secure-base support from leaders are more prominent for in iduals with lower attachment security. This hypothesis was also supported: In iduals high in attachment anxiety especially benefited from leader secure-base support in terms of its effect on role breadth self-efficacy whereas those who are high in attachment avoidance especially benefited from leader secure-base support in terms of its effect on autonomous motivation. Our study helps explain how leaders’ support motivates employees’ proactive behavior, particularly for those in iduals who have lower attachment security.
Publisher: Elsevier BV
Date: 2023
Publisher: Elsevier BV
Date: 2019
Publisher: Springer Science and Business Media LLC
Date: 11-10-2013
Publisher: Springer Science and Business Media LLC
Date: 31-05-2015
Publisher: Elsevier BV
Date: 04-2021
Publisher: Academy of Management
Date: 02-2018
Publisher: Emerald Group Publishing Limited
Date: 2011
Publisher: Wiley
Date: 28-11-2020
DOI: 10.1111/JOOP.12334
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for CHIA-HUEI WU.