Abstract
This study used work adjustment theory to develop a model of linking proactive personality to employee job satisfaction, career satisfaction, and job involvement. This model was tested using two samples. The first sample, collected using a cross-sectional survey, consisted of 278 employees nested in 25 organizations located in Taiwan, including 17 service organizations and eight manufacturing organizations. The second sample, collected using a two-wave survey, consisted of 300 employees nested in 22 organizations located in Taiwan, including eight service organizations and 14 manufacturing organizations. The results of hierarchical linear modeling (HLM) analysis of Sample 1 revealed that person-job fit and person-organization fit fully mediated the effects of proactive personality on job satisfaction and career satisfaction. The results of HLM analysis of Sample 2 revealed that person-job fit and person-organization fit fully mediated the effects of proactive personality on job satisfaction, career satisfaction, and job involvement. Results are offered, and implications are discussed.
Highlights
Proactive personality literature has shown that proactive personality is positively associated with job satisfaction (e.g., Liao, 2015) and career satisfaction (e.g., Jawahar & Liu, 2017), and both P-J and P-O fits are positively associated with job satisfaction (e.g., Bauer et al, 2019) and career satisfaction (e.g., Erdogan & Bauer, 2005)
The chi-square difference test was significant (χ2[4] = 40.60, p < .01; Farh et al, 2007). This result shows that job satisfaction and career satisfaction are distinct factors
This study revealed significant mediating effects of P-J and P-O fits on the relationships of proactive personality with job satisfaction, career satisfaction, and job involvement
Summary
Employee proactivity has become an important determinant of organizational success due to global competition, increasing uncertainty of the industry environment, the need for innovation, the increasing number of decentralized organizational structures, and the requirements for self-directed learning in today’s organizations (Crant, 2000; Erdogan & Bauer, 2005; Frese & Fay, 2001; Grant & Ashford, 2008; Li et al, 2014; Major et al, 2006; Parker et al, 2006). Erdogan and Bauer’s (2005) data indicated that proactive personality is positively related to P-J fit and P-O fit, to our knowledge, previous literature has not explored or tested why proactive employees tend to have better P-J and P-O fits in organizational settings. Examining the mediating roles of P-J fit and P-O fit in the mechanism linking proactive personality with job involvement might extend work adjustment theory’s (Dawis & Lofquist, 1984) third proposition to suggest that employees’ person-environment fit in the employing organization determines employees’ satisfaction and employees’ job involvement (Lange & Pfarrer, 2017). Except for job satisfaction and career satisfaction, this study tested an extra outcome variable, job involvement, with Sample 2
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