Employee proactivity moderates effects of work design on strain and innovation

B. J. Searle, Z. Pecenpetelovska

Research output: Contribution to journalMeeting abstract

Abstract

We expand Karasek’s (1979) Job Demand-Control model to examine the moderating effects of proactive personality and role breadth self-efficacy (RBSE). These two different approaches to employee proactivity have the potential explain when control moderates the impact of job demand on such outcomes as employee strain and innovation. Data from 112 Australian employees showed higher demands were associated with more strain and suggestions, while higher control was associated with more suggestions and their implementation. RBSE interacted with work design such that control reduced the impact of demands on strain for those higher in RBSE; however, among such people low control and low demands were particularly detrimental for idea implementation. Similar effects for proactive personality indicate the influential role of proactivity on the effects of work design.
Original languageEnglish
Pages (from-to)131
Number of pages1
JournalAustralian Journal of Psychology
Volume59
Issue numberSuppl.
Publication statusPublished - 2007
EventIndustrial and Organisational Psychology Conference (7th : 2007) & Asia Pacific Congress on Workplace and Organisational Psychology (1st : 2007) - Adelaide
Duration: 25 Sep 200729 Sep 2007

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