When do work stressors lead to innovative performance? An examination of the moderating effects of learning goal orientation and job autonomy.

Purpose Organizations are facing pressure to reduce costs of training and enhancing the role of self-development that is self-driven and contextual in nature as a means to supplement employee development. The purpose of this study is to investigate the influence of individual and situational factors on self-development as well as the moderating role of situational factors. Individual factors are referred to personal characteristics, i.e. learning goal orientation and proactive personality, while situational factors are environmental conditions, including job autonomy and empowering environment. Design/methodology/approach Data were gathered from 280 middle managers of the banking sector. Partial least squares structural equation modeling was conducted to validate the model. Findings The study findings revealed a significant direct relationship of individual (learning goal orientation and proactive personality) and situational (empowering environment and job autonomy) factors with self-development. The study also found only a significant moderating effect of empowering environment in relation to learning goal orientation and self-development, correspondingly job autonomy moderates the relationship of proactive personality and self-development. Practical implications The study concludes with offering some implication for organization to focus on self-development activities by providing an empowering environment and job autonomy to its employees, which will result to minimize the overall cost of training. Organizations should also identify the individual factors that lead to self-development like proactive personality and learning goal orientation. Originality/value This study gives new insight on the predictors of self-development and their interaction. This study may be a pioneer to empirically validate a theoretical model about the interaction of situational factors between individual factors and self-development. Furthermore, it contributes and advances our knowledge by demonstrating how individual and situational factors are influencing middle mangers’ self-development in workplace.

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A Conceptual Model of Learning Agility and Authentic Leadership Development: Moderating Effects of Learning Goal Orientation and Organizational Culture

Journal of Human Values ◽

10.1177/0971685816673487 ◽

2017 ◽

Vol 23 (1) ◽

pp. 40-51 ◽

Cited By ~ 3

Author(s):

Nidhi Yadav ◽

Shikha Dixit

Keyword(s):

Organizational Culture ◽

Leadership Development ◽

Goal Orientation ◽

Conceptual Model ◽

Authentic Leadership ◽

Moderating Effects ◽

Learning Agility ◽

Learning Goal ◽

Learning Goal Orientation ◽

Authentic Leadership Development

The present article attempts to examine the relationship between learning agility and authentic leadership development. The recent rise in the cases of fraud involving leaders at various levels in the organizations, and the resulting distrust among the employees towards their leaders, points to the need to have authentic leaders, given the positive organizational outcomes associated with this leadership approach. Further, scholars have suggested that leadership development is possible through learning from one’s life experiences. The developmental definition of authentic leadership also reflects the importance of learning from past experiences. Yet, studies have largely overlooked to explore the association between learning agility and authentic leadership development. This paper further tries to analyze the moderating effects of learning goal orientation and organizational culture on this relationship. Therefore, based on the existing research, the associations among these factors have been delineated and a conceptual model has been presented along with several propositions. Implications for future research and limitations of this work have also been discussed towards the end.

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The Effects of Positive Psychological Capital, Learning Goal Orientation, Articulating a Vision on Affective Commitment to Organizational Change: The Moderating Effects of Benefits of Change, Organizational Cynicism

The Korean Journal of Industrial and Organizational Psychology ◽

10.24230/ksiop.26.1.201302.1 ◽

2013 ◽

Vol 26 (1) ◽

pp. 1-26 ◽

Cited By ~ 2

Author(s):

Ji-seon, Jang ◽

Jinkook Tak

Keyword(s):

Organizational Change ◽

Goal Orientation ◽

Affective Commitment ◽

Psychological Capital ◽

Moderating Effects ◽

Positive Psychological Capital ◽

Learning Goal ◽

Learning Goal Orientation ◽

Organizational Cynicism

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Innovative Esteem: Antecedents and Relationship with Job Performance

E+M Ekonomie a Management ◽

10.15240/tul/001/2020-4-009 ◽

2020 ◽

Vol 23 (4) ◽

pp. 137-151

Author(s):

Ch. Mahmood Anwar

Keyword(s):

Job Performance ◽

Goal Orientation ◽

Self Esteem ◽

Job Autonomy ◽

Organizational Setting ◽

Time Data ◽

Personal Innovativeness ◽

Learning Goal ◽

Learning Goal Orientation ◽

Over Time

This study aims to present and validate a new psychological construct, i.e. innovativeness-based self-esteem or shortly “innovative esteem” which reflects that innovative individuals evaluate their innovative capabilities to determine their significance, successfulness, and worthiness in organizations. Innovative esteem reflects attributes and capacities manifested by individual’s innovativeness specific feelings and evaluations about self. Standard procedures were followed to test construct and predictive validity for the new construct. Testing 546 paired responses from subjects working in hi-tech and R&D sectors, this study empirically identified that personal innovativeness, organization-based self-esteem, learning goal orientation, and job autonomy significantly contribute to innovative esteem in organizational setting. Test of theory of interaction revealed that learning goal orientation and job autonomy interact with each other to determine innovative esteem. In addition, this research correlated innovative esteem with employee job performance by considering it as independent index. Innovative esteem is found to be significantly and positively correlated to employee job performance. The study further applied regression analysis to strengthen the finding, and found that innovative esteem significantly predicted employee job performance in time lagged setting. To establish evidence of stability of innovative esteem over time, data were collected again after one year. The test-retest reliability correlation provided the evidence of stability of innovative esteem over time. Present study proposed that innovative works can best be performed by employees high in innovative esteem which could be further confirmed empirically. It is suggested that organizations can outperform if managers consider innovative esteem of employees along with other dispositional factors. It is further suggested that significance of innovative esteem should be explored further in personality psychology and organizational behaviour.

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