Influence of proactive personality and career calling on employees’ job performance: A moderated mediation model based on job crafting
South African Journal of Business Management
| Field | Value | |
| Title | Influence of proactive personality and career calling on employees’ job performance: A moderated mediation model based on job crafting | |
| Creator | Yu, Haibo Yan, Changli Dong, Zhenhua Hou, Yue Guan, Xiaoyu | |
| Description | Purpose: Based on self-determination theory, this study sought to clarify the internal mechanism of the impact of proactive personality and career calling on job performance from both personality traits and intrinsic motivation perspectives, highlight the important role of job crafting as an individual’s proactive behaviour, and demonstrate the supporting role of organisational embeddedness as an external environmental factor.Design/methodology/approach: Hierarchical regression analysis and bootstrap-based path analysis were used to test the above hypotheses on 292 employees in China.Findings/results: The results show that proactive personality and career calling had significant positive effects on employees’ job performance, and job crafting was a full mediator in both paths, with significantly different mediation effects. Organisational embeddedness moderated this mediating effect.Practical implications: This study provides references for employees and organisations to continuously improve their job performance. Organisations need to address job crafting behaviours and create related supporting atmospheres.Originality/value: This study explored the mechanisms that affect career outcomes from both personality traits and intrinsic motivation aspects. The theoretical model verifies the value of individual intrinsic motivation and autonomous behaviour, and confirms the theory of self-determination. The study also extends the existing career theory by breaking through the one-sidedness of the previous theory that emphasises only the role of the organisation, but highlights the crucial importance of employees’ subjective initiatives. | |
| Publisher | AOSIS | |
| Date | 2022-04-28 | |
| Identifier | 10.4102/sajbm.v53i1.2533 | |
| Source | South African Journal of Business Management; Vol 53, No 1 (2022); 10 pages 2078-5976 2078-5585 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajbm.org/index.php/sajbm/article/view/2533/2109
https://sajbm.org/index.php/sajbm/article/view/2533/2110
https://sajbm.org/index.php/sajbm/article/view/2533/2111
https://sajbm.org/index.php/sajbm/article/view/2533/2112
|
|
ADVERTISEMENT
