Abstract
Purpose– The purpose of this paper is to propose and verify a motivational aspect of goal-based innovation that accounts for the effect of goal-directed self-regulation processes on innovative behavior. Its purpose is to extend present knowledge of the motivational antecedents to innovation at work. Additionally, the study assesses the extent to which the positive effect of the proactive generation of goals may increase as a result of role breadth self-efficacy (RBSE) (defined as individuals’ perceived capacities to exercise proactive, interpersonal, and integrative activities above and beyond the formal requirements of their job descriptions (Parker, 1998; Parkeret al., 2006).Design/methodology/approach– A survey was conducted with a sample of 395 male and female administrative employees in two institutions in central Italy (city hall).Findings– The results confirmed the two hypotheses: proactive goal generation was a strong predictor of individual work innovative behavior and the RBSE as a psychological state, is directly related to proactive and innovative behavior and it is also moderator in the relationship between proactive goal generation and innovative behavior.Research limitations/implications– The data were collected using one-time, self-report measures and with the cross-sectional research design.Practical implications– The results of this study imply that pro-innovation organizational strategies and practices should stimulate among workers an anticipatory, self-directed approach toward professional action in the workplace. It is management’s task to encourage a proactive environment of change-oriented goals and the corresponding strategies with which they may be realized. Creating such an environment would provide a motivational stimulus that could effectively guide workers’ proactive and innovative conduct.Social implications– The results of this study contribute to change human resources management practices in public administrations where administrative employees have been assigned goals that they were required to meet by performing well-defined tasks. Recently, public administrations have been encouraged to innovate and answer with efficiency to new public policies and customers’ demands. Thus, human resources management needs to find new solutions to address these changing demands and employees’ changing attitudes and behaviors.Originality/value– Furthermore, the results of this study contribute to broadening understanding of the psychological factors that can boost the positive effect of self-regulatory efforts on creativity and individual innovation.
Highlights
In an increasingly secular world that values individual agency, traditional sources of meaning or purpose, such as religious beliefs, community traditions or family values, do not have the same relevance as before (Cates, 2015). This is manifest in low employee engagement (Harter, 2020), identity conflict (Gibson et al, 2020) and concerns around mental health issues (Stolzer, 2016)
Organizational psychology research has alluded to an ideal work self in studies on identity development and change (Ashforth and Dukerich, 2001; Dutton et al, 2010; Ibarra, 1999)
“Playing with” an element of the ideal self, as a way to experiment with emergent feelings and cognition, offers identity researchers a window into the dynamics of growth
Summary
In an increasingly secular world that values individual agency, traditional sources of meaning or purpose, such as religious beliefs, community traditions or family values, do not have the same relevance as before (Cates, 2015). This is manifest in low employee engagement (Harter, 2020), identity conflict (Gibson et al, 2020) and concerns around mental health issues (Stolzer, 2016). The authors would like to thank Charalampos Mainemelis, Jean Bartunek and Kylie Rochford for help in reviewing drafts and refining our theory
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