Abstract
Building upon and extending Parker, Bindl, and Strauss (2010) model of proactive motivation, this study develops an integrated, multi-level model to examine how contextual and individual factors work in tandem to shape employee proactive motivational states and then personal initiative behavior. Using data from three sources over two time periods of a sample of hotels, we show that establishment-level initiative-enhancing HRM systems were positively related to departmental initiative climate, which was positively related to employee personal initiative through role-breadth-self-efficacy. Further, department-level empowering leadership was positively related to initiative climate only when initiative-enhancing HRM systems were low. These findings offer interesting implications for research and management of employee proactivity.
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