Show simple item record

dc.contributor.advisorVogel, Ryan
dc.creatorAkben, Mustafa
dc.date.accessioned2022-08-15T19:03:05Z
dc.date.available2022-08-15T19:03:05Z
dc.date.issued2022
dc.identifier.urihttp://hdl.handle.net/20.500.12613/8031
dc.description.abstractProactive behaviors are defined as employees’ future-oriented, agentic behaviors that aim to improve workplace conditions. Recent research alludes that employee perceptions of whether they have permission to act proactively may influence their actions. With these ideas in mind, this dissertation introduces the concept of proactivity permission, which is defined as the perception of the extent to which an employee is allowed to perform proactive actions at work. Using a multilevel research design with 501 employees from 112 work groups, I examined the effects of employee and supervisor personality characteristics, relational factors, and contextual factors on proactivity permission. Findings indicate that employee personality characteristics (i.e., psychological entitlement and psychological reactance) positively influence employee proactivity permission beliefs, whereas supervisor personality characteristics (i.e., social dominance orientation and rule-based reasoning) negatively influence proactivity permission judgments of supervisors. The quality of relationships (LMX) between a focal employee and his/her supervisor positively affects both employee proactivity permission and supervisor proactivity permission judgments, while workplace contextual factors (e.g., organizational rule formalization, rule consistency, and normative tightness) are relatively distal to, and play a minor role in, proactivity permission. Additionally, this dissertation finds that employees who believe they have permission to act proactively engage in proactive behaviors to a greater extent, and that supervisors are more supportive toward the proactive behaviors of those employees who they perceive to have greater permission to act proactively. In all, this dissertation offers important contributions to theory and research on employee proactivity and suggests several practical recommendations for managers and organizations who are interested in fostering greater proactivity in the workplace.
dc.format.extent254 pages
dc.language.isoeng
dc.publisherTemple University. Libraries
dc.relation.ispartofTheses and Dissertations
dc.rightsIN COPYRIGHT- This Rights Statement can be used for an Item that is in copyright. Using this statement implies that the organization making this Item available has determined that the Item is in copyright and either is the rights-holder, has obtained permission from the rights-holder(s) to make their Work(s) available, or makes the Item available under an exception or limitation to copyright (including Fair Use) that entitles it to make the Item available.
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectOrganizational behavior
dc.subjectNormative regulations
dc.subjectPermission
dc.subjectProactive work behaviors
dc.subjectProactivity
dc.subjectProactivity permission
dc.subjectSupervisor endorsement
dc.titleProactivity Permission: Why Are Some Employees Allowed to Act Proactively While Others Are Not?
dc.typeText
dc.type.genreThesis/Dissertation
dc.contributor.committeememberAndersson, Lynne Mary
dc.contributor.committeememberKudesia, Ravi S.
dc.contributor.committeememberRuane, Regina
dc.description.departmentBusiness Administration/Human Resource Management
dc.relation.doihttp://dx.doi.org/10.34944/dspace/8003
dc.ada.noteFor Americans with Disabilities Act (ADA) accommodation, including help with reading this content, please contact scholarshare@temple.edu
dc.description.degreePh.D.
dc.identifier.proqst14887
dc.creator.orcid0000-0001-7382-9184
dc.date.updated2022-08-11T22:08:07Z
dc.embargo.lift08/11/2024
dc.identifier.filenameAkben_temple_0225E_14887.pdf


Files in this item

Thumbnail
Name:
Akben_temple_0225E_14887.pdf
Size:
1.559Mb
Format:
PDF

This item appears in the following Collection(s)

Show simple item record