Making Things Happen: Reciprocal Relationships Between Work Characteristics and Personal Initiative in a Four-Wave Longitudinal Structural Equation Model

Department of Psychology, University of Giessen, Giessen, Germany.
Journal of Applied Psychology (Impact Factor: 4.31). 08/2007; 92(4):1084-102. DOI: 10.1037/0021-9010.92.4.1084
Source: PubMed

ABSTRACT The authors used the frameworks of reciprocal determinism and occupational socialization to study the effects of work characteristics (consisting of control and complexity of work) on personal initiative (PI)--mediated by control orientation (a 2nd-order factor consisting of control aspiration, perceived opportunity for control, and self-efficacy) and the reciprocal effects of PI on changes in work characteristics. They applied structural equation modeling to a longitudinal study with 4 measurement waves (N = 268) in a transitional economy: East Germany. Results confirm the model plus 1 additional, nonhypothesized effect. Work characteristics had a synchronous effect on PI via control orientation (full mediation). There were also effects of control orientation and of PI on later changes in work characteristics: As predicted, PI functioned as partial mediator, changing work characteristics in the long term (reciprocal effect); unexpectedly, there was a 2nd reciprocal effect of an additional lagged partial mediation of control orientation on later work characteristics.

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Available from: Michael Frese, Aug 20, 2015
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    • "Fifth, we demonstrated that employee work engagement functions as a mediator that provides one compelling explanation for how individual traits and job characteristics translate into change-oriented behavior. To date, primary studies have tested employee's control and responsibility aspirations (Frese & Fay, 2001; Frese et al., 2007; Fuller et al., 2006) and proactive cognitive-motivational states (Parker et al., 2006) as possible mediators. Work engagement is another critical motivational state that captures both affective and cognitive reactions toward work (Kahn, 1990; Rich et al., 2010). "
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    Journal of Vocational Behavior 02/2015; 88. DOI:10.1016/j.jvb.2015.02.006 · 2.03 Impact Factor
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    • "In order for a team to form a revised strategy for action there has to be some consensus about what needs to be done and why. The reconstruction process of work allows the team to define extra-role goals and actions that are proactive (Frese et al., 2007). Team learning behaviours have consistently shown strong and positive relationships with performance (e.g. "
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