Abstract

Based on a sample of 74 leaders and 371 employees of research and development teams, we find that employees’ role breadth self- efficacy, psychological ownership, and activated positive affect positively related to job performance through employee proactive goal regulation. Moreover, leader proactive goal regulation played two roles: (a) it had a direct effect on employee proactive goal regulation, which positively related to job performance, and (b) it supplemented employee proactive goal regulation such that employees delivered high job performance when leaders were high in proactive goal regulation, regardless of employees’ levels of proactive goal regulation. Our study highlights the importance of not only employee but also leader proactive goal regulation in connecting employees’ proactive motivational states with job performance."

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Abstract

With the aim of contributing to careers research, we delineate the differences between external and internal job change intention. We develop and test a model that delineates the antecedents, consequences and boundary conditions for external and internal job change intention. Specifically, by using multi-source and multi-wave data, we find that employee well- being human resource (HR) attribution is positively related to internal job change intention, but is negatively related to external job change intention. We find further differences between external and internal job change intention in examining boundary conditions. The negative relationship between employee well-being HR attribution and external job change intention decreases as task idiosyncratic (task I-deals) increase, whereas, the positive relationship between employee well-being HR attribution and internal job change intention is strengthened with higher task I-deals. Finally, the social dimension of job resource crafting buffers the negative effects of external job change intention on job performance, whereas the structural dimension of job resource crafting strengthens the relationship between internal job change intention and job performance. Our findings provide novel insights in differentiating between external and internal job change intention.

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