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As organizations grow increasingly complex and unpredictable, the
topic of proactivity at work has become of great importance for
contemporary workplaces. Proactivity drives performance and
innovation of teams and organizations and boosts individuals'
well-being and careers. When individuals are proactive, they use
their initiative at work to bring about a better future. They scan
for opportunities, persist until change is achieved, and take
charge to prevent problems' future reoccurrence. In this book,
leading scholars on proactivity from across North America, Europe,
Asia, and Australia explore how, why, and when individuals are
motivated to initiate change within their organizations or
themselves and examine the consequences of various forms of
proactivity at work. Individual chapters explore specific concepts
of proactivity, such as proactive voice, job crafting, and career
proactivity, as well as highlight individual processes and
organizational dynamics that underlie successful proactivity at
work. By providing insights on key advances and future directions
for proactivity theory, research, and practice, Proactivity at Work
synthesizes what we already know and identifies what we still need
to learn about making things happen at work. This book is relevant
to all those involved or interested in Work Psychology and
Business, including Human Resource Management scholars.
As organizations grow increasingly complex and unpredictable, the
topic of proactivity at work has become of great importance for
contemporary workplaces. Proactivity drives performance and
innovation of teams and organizations and boosts individuals'
well-being and careers. When individuals are proactive, they use
their initiative at work to bring about a better future. They scan
for opportunities, persist until change is achieved, and take
charge to prevent problems' future reoccurrence. In this book,
leading scholars on proactivity from across North America, Europe,
Asia, and Australia explore how, why, and when individuals are
motivated to initiate change within their organizations or
themselves and examine the consequences of various forms of
proactivity at work. Individual chapters explore specific concepts
of proactivity, such as proactive voice, job crafting, and career
proactivity, as well as highlight individual processes and
organizational dynamics that underlie successful proactivity at
work. By providing insights on key advances and future directions
for proactivity theory, research, and practice, Proactivity at Work
synthesizes what we already know and identifies what we still need
to learn about making things happen at work. This book is relevant
to all those involved or interested in Work Psychology and
Business, including Human Resource Management scholars.
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