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PurposeThe purpose of our research is to explore the role of employee AI identity in influencing employee proactive behavior and its boundary conditions in AI workplace.Design/methodology/approachBased on the IT identity theory and motivation theory, our research discusses the effects of employee AI identity on employee proactive behavior and regarded the proactive work intention as a mediating variable. Meanwhile, we considered organization inducement as a boundary condition and discussed the moderating effects of it and its two sub-dimensions (development rewards and material rewards). Data were collected from 326 employees and partial least squares structural equation modeling was used to analyzed and draw the conclusions.FindingsFindings showed that employee AI identity significantly affects employee proactive behavior, in which the proactive work intention play a mediating role. Moreover, three subdimensions (relatedness, emotional energy, dependence) of employee AI identity have different effects on formation of employee AI identity. And organization inducement acts as a positive moderating role, development rewards and material rewards play different roles in the formation of organization inducements.Originality/valueOur research explores the different paths that influence employee proactive behavior and their boundary moderation, while analyzing the results of these influences in different subdimensions, deepening the research on employee AI identity and organization inducement. Our research is conducive to the development of the identity theory and organizational behavior research and provide suggestions for managers to improve their organizational management level.

Summary Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton () and the job demands resources perspective from Tims, Bakker, and Derks ()—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research.

The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees’ proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader-, team-, and organization-related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual-, team-, and cross-level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational-fit perspective that stimuli with the same directions enhance each other’s effect. We offer a research agenda to advance theoretical insights on this important topic.

A central argument in the literature on employee voice is that speaking up at work carries image risk. Challenging this assumption, we propose that voice can in fact positively affect how employees are viewed by others, thereby enhancing their social status. Using theory on status attainment and the fundamental social perception dimensions of agency and communion, we suggest that employee voice will result in higher status evaluations by increasing the extent to which an employee is judged as confident/competent (agency) and other-oriented/helpful (communion). We conducted a survey study and two experiments to test these hypotheses. The results supported our predictions. Employees who voiced were ascribed higher status than those who did not, and this effect was mediated by judgments of agency (in all three studies) and communion (in two studies). These results highlight the implications of voice behavior for status enhancement within organizations.

Summary This multistudy research examines the unit‐level relationship between promotive voice behavior and management innovation. Study 1 utilizes multisource data from 62 work units and reports that willingness to discuss ideas mediates the unit‐level relationship between promotive voice and management innovation. The results of Study 1 also show that the unit's available resources make the relationship stronger between promotive voice and willingness to discuss ideas. Study 2 employs a scenario‐based design to constructively replicate and expand the results of Study 1, utilizing a sample of 100 working adults. The results of the second study also show that resource availability positively moderates the relationship between promotive voice and willingness to discuss ideas. Furthermore, Study 2 shows that the indirect effect of promotive voice on management innovation through willingness to discuss ideas is stronger when more resources are made available to the work units. This moderated‐mediation effect is shown to be significant using two different operationalizations of management innovation. The implications for theory and practice are discussed.

In this study, we examined the relationship between workplace negative gossip, as perceived by the targets, and proactive behavior by focusing on the mediating role of the target’s emotional exhaustion and the moderating role of the target’s traditionality. Our results from dyadic data on 234 supervisor–subordinate relationships in China revealed that (1) workplace negative gossip was negatively related to proactive behavior; (2) emotional exhaustion mediated this relationship; and (3) traditionality strengthened both the relationship between workplace negative gossip and emotional exhaustion and the indirect effect of workplace negative gossip on proactive behavior via emotional exhaustion. Our findings have a number of theoretical and practical implications for the research on mistreatment and proactive behavior.

This study focused on daily job crafting and explored its contextual determinants and one motivational outcome (i.e., work engagement). Job crafting was conceptualized as \"seeking resources,\" \"seeking challenges,\" and \"reducing demands.\" Participants were 95 employees from several organizations who completed a 5-day diary survey. As hypothesized, we found a 3-factor structure for the job crafting instrument, both at the general and day levels. We hypothesized and found that the combination of high day-level work pressure and high day-level autonomy (active jobs) was associated with higher day-level seeking resources and lower day-level reducing demands. Furthermore, we found that day-level seeking challenges (but not resources) was positively associated with day-level work engagement, whereas day-level reducing demands was negatively associated with day-level work engagement. Findings suggest that job crafting is a daily employee with implications for management practice and future research.

PurposeDespite the significant economic contributions of the tourism and hospitality industry, it is also considered an emerging concern for its negative impact on the environment. This study investigated the association between green inclusive leadership (GIL), green human resource management (GHRM), and employee proactive pro-environmental behaviour (PEB). The study also investigated the mediating effect of GHRM between GIL and proactive PEB.Design/methodology/approachHotel employees in Malaysia were the respondents in this study. The researchers used a cross-sectional approach and partial least squares-structural equation modeling (PLS-SEM) to analyse the data.FindingsResults found a significant relationship between GIL, GHRM and proactive PEB. Findings of the study revealed that GHRM significantly meditates the relations between GIL and proactive PEB.Practical implicationsThis study presents practical implications for the hotel industry by encouraging employees' environmentally responsible behaviour. Enlightening the role of environmentally open and accepting ways to promote positive employee behaviour is of considerable practical use not solely for the organisations but additionally for culture as a whole.Originality/valueTheoretical contributions are made by constructing a new structural model supported by the theory of planned behaviour (TPB) and the induction of GIL, GHRM, and proactive PEB and measuring the factors simultaneously. The study further established the mediating role of GHRM between GIL and proactive PEB.

We utilize a qualitative study of 33 employees in for-profit and non-profit organizations to elaborate theory on job crafting. We specifically focus on how employees at different ranks describe perceiving and adapting to challenges in the execution of job crafting. Elaborating the challenges employees perceive in job crafting and their responses to them details the adaptive action that may be necessary for job crafting to occur. Specifically, our findings suggest that higher-rank employees tend to see the challenges they face in job crafting as located in their own expectations of how they and others should spend their time, while lower-rank employees tend to see their challenges as located in their prescribed jobs and others' expectations of them. The nature of each group's perceived challenges is related to the adaptive moves that they make to overcome them, such that higher-rank employees adapt their own expectations and behaviors to make do with perceived opportunities to job craft at work, while lower-rank employees adapt others' expectations and behaviors to create opportunities to job craft. Our elaborated theory presents a socially embedded account of job crafting as a proactive and adaptive process that is shaped by employees' structural location in the organization.

Work characteristics such as time pressure and job control can be experienced as a challenge that is positively associated with performance-related behaviors. Using experience-sampling data from 149 employees, we examined the relationships between these work characteristics and creativity and proactive behavior on a daily level. Results from multilevel analyses indicate that time pressure and job control are perceived as challenging, and that challenge appraisal in turn is related to daily creativity and proactive behavior. Furthermore, cross-level mediation analyses revealed that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal. This study supports the view of time pressure as a challenge-related Stressor that leads to favorable outcomes.