Much research on the antecedents of proactive behavior has appeared in the literature, but this research introduces a new ritual perspective to rethink this question. Drawing on the process model of interaction rituals, we propose that work rituals urge employees to share emotional energy, and then, employees are likely to experience a higher level of work meaningfulness. In turn, employees tend to engage in more proactive behavior. Using data from a random assignment field experiment involving 204 employees from a communication corporation in China, we found support for our hypotheses. The implications of our research for theory and practice are discussed.

Drawing upon Parker, Bindl, and Strauss' [(2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856] model of proactive motivation, we provide an explanation for how employees who exhibit a high need for achievement can take a proactive initiative through the expression of voice. Importantly, the extent to which employee voice can bring about desired changes depends largely on how positively received the behavior is by those in higher positions, such as supervisors. In this regard, we further highlight the facilitating role of supervisor developmental feedback in shaping the effectiveness of voice behavior. Data from 392 independently matched subordinate–supervisor dyads from Japan provide empirical support for proposed relationships as follows: (a) there is a positive mediating relationship between the need for achievement, employee voice, and supervisors' evaluations of employee task performance and discretionary work effort, and (b) the mediating relationship becomes stronger when supervisor developmental feedback is high. Theoretical and practical implications are further discussed.

Drawing on the job demands-resources model and conservation of resources theory, this study investigates how and when the high-performance work systems (HPWS) influence proactive workforce. Using the data obtained from 204 supervisor-employee dyads in China, we developed and tested a moderated mediation model in which leader-member exchange (LMX) moderates the positive relationship between HPWS and proactive behavior via work engagement. Our results demonstrated that the association between HPWS and proactivity was fully mediated by work engagement. We also found that the indirect effect of HPWS on proactivity was significantly weaker among employees with high-quality LMX. Theoretical and practical implications, as well as directions for future research, are then discussed.

This paper explores how proactive behavior and constructive deviance relate to affective organizational commitment and turnover intention through idea championing. Based on a two-wave study (N = 310), structural equation model analyses revealed that constructive deviance had an inhibitory effect and proactive behavior a facilitatory effect on idea championing. In turn, idea championing was related to increased affective commitment and reduced turnover intention. The analyses of indirect effects further indicated that proactive behavior and constructive deviance had opposite indirect effects on affective commitment and turnover intention. This research underlines the importance of acting proactively upstream rather than deviating from the norm to promote innovation and build employee loyalty to the organization. Finally, this study also indicates that proactive and constructive deviant behaviors are conceptually different and exert opposite effects despite their similar orientation toward innovation and change.

Based on the Job Demands-Resources theory, this meta‐analysis investigates the role of resources in predicting feedback-seeking behavior (FSB) over time. We also examine the relationship between FSB and its outcomes from a systematic review perspective. The eligibility criteria were: (a) to measure feedback-seeking behavior, (b) to have a longitudinal design, and (c) to have employees as target groups. Thirteen studies met these criteria (Ntotal= 1,527). We combined the meta-analysis procedures and structural equation modeling (metaSEM) and used the systematic review. The methodological quality of the available longitudinal studies is assessed. Our findings indicated that job resources predict future feedback-seeking behavior and between feedback-seeking behavior and personal resources is significant relationship. More research is needed to clarify the reciprocal relationships between personal resources and feedback-seeking behavior and the influences of feedback-seeking behavior on performance.

As a new management reform adapting the development of the times, electronic human resource management (E-HRM) covers all possible integration mechanisms and contents between HRM and Information Technologies. E-HRM promotes employees' subject status with the network characteristics of openness and cooperation. Taking the theory of work adjustment as the instruction, this research studies the adaptive process induced by reconstructing the sense of matching when employees experience the reform, along with the influence of E-HRM on employee's initiative behavior from the perspective of job crafting. In total, 706 employees and their supervisors were investigated with matched questionnaire survey. The results show that: (1) E-HRM can stimulate employees' personal initiative behavior; (2) task crating, relational crafting and cognitive crafting as three dimensions of employees' job crafting, mediate the effect of E-HRM on personal initiative behavior and (3) the self-development motivation of employees' internet use plays a positive moderating role, steering self-oriented job crafting in the positive direction which conforms to the organizations' expectation.