The Antecedents Of Employee Proactive Behavior

With the current organizations being increasingly decentralized, updated faster, work more competitive, it is not enough that organizations rely solely on the direct command of the managers, and employees fulfilling the duties of their work. In response to such external environment, organizations need develop new requirements for employee job performance, and expect employee having a proactive attitude to work, such as the initiative to predict organizational environment, maintaining flexibility to the need of customers, the initiatively and actively seeking opportunities to solve problems, adjusting work according to the specific circumstances rather than rote rules of the organization, active learning in the work to improve creativity, and actively promoting organizational innovation and change. Proactive employees are not only able to better fulfill their core task, show more initiative behavior, b manage their careers, and getting success. Therefore, how to effectively motivate employee proactive behavior become the focus of managers and academics topic.A narrative literature review was included in the first part of this dissertation. It consisted of five major parts. Part one outlined the source of proactive behavior. Part two reviewed the definition, measurement, and the difference with other constructs. Part three the major theories of proactive behavior. Part four reviewed the antecedents of proactive behavior. Based on part one, part two, part three and part four several theoretical limitations were discussed and the main purposes of this dissertation were also identified in part five.Three empirical studies were conducted to systematically investigate the antecedents of employee proactive behavior, and the mechanisms of the impact of these factors on proactive behavior and the boundary conditions of the effect of these factors on proactive behavior. It has practical implications to explore the impact of paternalistic leadership on employee’s proactive behavior. Through testing236employees via questionnaires, it indicated both benevolence leadership has a positive impact on proactive behavior significantly, while authoritarianism leadership has a negative impact on proactive behavior. Job engagement has a positive impact on proactive behavior. Job engagement has a positive impact on proactive behavior. Job engagement mediates both the relationship between benevolence leadership and proactive behavior, and the relationship between authoritarianism leadership and proactive behavior. Traditionality moderates both the relationship between benevolence leadership and proactive behavior, and the relationship between authoritarianism leadership and proactive behavior.The second study explores the impact of psychological contract fulfillment on proactive. Through testing268employees via questionnaires, the results show that both relationship contract fulfillment and balanced contract fulfillment have positively affect employee proactive behavior. However, transactional contract fulfillment has negatively affect employee proactive behavior. Both relationship contract fulfillment and balanced contract fulfillment have positively affect employee felt obligation. However, transactional contract fulfillment has negatively affect employee felt obligation. Employee felt obligation fully mediates the relationship between three types of psychological contract fulfillments and proactive behavior. The type of contract moderates the effect of relationship, balanced and transactional psychological contract fulfillment on proactive behavior.The last study examines the impact of perceived organizational support on employee proactive behavior, and the mediating role of prosocial motivation and the moderating role of other orientation. The empirical study shows that perceived organizational support has positively affects prosocial motivation and proactive behavior. Prosocial motivation has positively affects proactive behavior. Prosocial motivation fully mediates the relationship between perceived organizational support and proactive behavior. Other orientation moderates the effect of perceived organizational support on proactive behavior.Finally, the main findings of this dissertation were concluded and limitations and future research directions were discussed as well.