This comprehensive book describes how proactive behavior, driven by a proactive personality, contributes to individual and organizational productivity. A consolidation of available research on the nature of proactivity in the workplace, this book explo

Chapter 16: Proactive Behavior Training: Theory, Design, and Future Directions -- The Sequence of Actions -- Personal Initiative -- Developing the Training Content Along the Facet Model -- Making the Training Work: From Action Principles to Personal Initiative -- Personal Initiative Trainings in Different Contexts of Work -- Evaluation of Personal Initiative Training -- Limitations of Personal Initiative Training -- Recommendations for Research and Practice -- References -- Chapter 17: Voice Framing and Sensemaking: A Construal-Level Perspective on Proactive Voice Effectiveness -- Defining Proactive Voice -- Construal-Level Theory and Voice Effectiveness -- Discussion -- Conclusion -- References -- Chapter 18: The Dark Side of Proactive Behavior: When Being Proactive May Hurt Oneself, Others, or the Organization -- The Dark Side of Proactive Work Behaviors -- The Dark Side of Proactive PE-Fit Behaviors -- The Dark Side of Proactive Strategic Behaviors -- Discussion -- References -- Chapter 19: Teams and Proactivity -- Defining Team Proactivity -- Distinguishing Individual and Team Proactivity -- The Origins of Team Proactivity -- Toward a Model of Team Proactivity: An IMOI Framework -- Implications and Future Research -- Conclusion -- Note -- References -- Chapter 20: New Perspectives and Directions for Understanding Proactivity in Organizations -- Core Themes and Idiosyncracies in Proactivity Research -- Practical Implications of Proactivity Research -- The Future of Proactivity Research -- Concluding Remarks on the Future of Proactivity -- References -- Index.

Self-determination theory is a theory of human motivation that is being increasingly used by organizations to make strategic HR decisions and train managers. It argues for a focus on the quality of workers' motivation over quantity. Motivation that is based on meaning and interest is showed to be superior to motivation that is based on pressure and rewards. Work environments that make workers feel competent, autonomous, and related to others foster the right type of motivation, goals, and work values. The Oxford Handbook of Work Motivation, Engagement, and Self-Determination Theory aims to give current and future organizational researchers ideas for future research using self-determination theory as a framework, and to give practitioners ideas on how to adjust their programs and practices using self-determination theory principles. The book brings together self-determination theory experts and organizational psychology experts to talk about past and future applications of the theory to the field of organizational psychology. The book covers a wide range of topics, including: how to bring about commitment, engagement, and passion in the workplace; how to manage stress, health, emotions and violence at work; how to encourage safe and sustainable behavior in organizations; how factors like attachment styles, self-esteem, person-environment fit, job design, leadership, compensation, and training affect work motivation; and how work-related values and goals are forged by the work environment and affect work outcomes.

This book, the third in a series on the life course, has significance in today's world of research, professional practice, and public policy because it symbolizes the gradual reemergence of power in the social sciences. Focusing on "self-directedness and efficacy" over the life course, this text addresses the following issues: * the causes of change * how changes affect the individual, the family system, social groups, and society at large * how various disciplines--anthropology, sociology, psychology, epidemiology--approach this field of study, with consideration given to common themes and differences Finally, an effort is made to develop a multidisciplinary perspective unique to the study of self-directedness and efficacy.

The subject of personality has received increasing attention from industrial/organizational psychologists in both research and practice settings over the past decade. But while there is an overabundance of information related to the narrow area of personality testing and employee selection, there has been no definitive source offering a broader perspective on the overall topic of personality in the workplace. Personality and Work at last provides an in-depth examination of the role of personality in work behavior. An array of expert authors discusses the connection of personality to a wide range of outcomes beyond performance, including counterproductive behaviors, contextual performance, retaliatory behaviors, retention, learning, knowledge creation, and the process of sharing that knowledge. Throughout the book, the authors present theoretical perspectives, introduce new models and frameworks, and integrate and synthesize prior studies in ways that will stimulate future research and practice. Contributors to this volume include: Murray R. Barrick, Michael J. Cullen, David V. Day, Ed Diener, J. Kevin Ford, Lewis R. Goldberg, Leaetta Hough, Jeff W. Johnson, Martin J. Kilduff, Amy Kristof-Brown, Katherine E. Kurek, Richard E. Lucas, Terence R. Mitchell, Michael K. Mount, Frederick L. Oswald, Ann Marie Ryan, Paul R. Sackett, Gerard Saucier, Greg L. Stewart, Howard M. Weiss

Flow can be defined as the experience of being fully engaged with the task at hand, unburdened by outside concerns or worries. Flow is an enjoyable state of effortless attention, complete absorption, and focussed energy. The pivotal role of flow in fostering good performance and high productivity led psychologists to study the features and outcomes of this experience in the workplace, in order to ascertain the impact of flow on individual and organizational well-being, and to identify strategies to increase the workers’ opportunities for flow in job tasks. This ground-breaking new collection is the first book to provide a comprehensive understanding of flow in the workplace that includes a contribution from the founding father of flow research, Mihaly Csikszentmihalyi. On a conceptual level, this book clarifies the features and structure of flow experience; and provides research-based evidence of how flow can be measured in the workplace on an empirical level, as well as exploring how it impacts on motivation, productivity, and well-being. By virtue of its rigorous but also practical approach, the book represents a useful tool for both scientists and practitioners. The collection addresses a number of key issues, including: Core components of how the idea of flow differs from experience in the work context Organizational and task-related conditions fostering flow at work How flow can be measured in the workplace The organizational and personal implications of flow The relationship between task features and flow opportunities at work Featuring contributions from some of the most active researchers in the field, Flow at Work: Measurement and Implications is an important book in an emerging field of study. The concept of flow has enormous implications for organizations as well as the individual, and this volume will be of interest to all students and researchers in organizational/occupational psychology and positive psychology, as well as practitioners and consultants with an interest in employee motivation and well-being.

Publisher description