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Document Type
Journal Article
Publication Date
2022
Keywords
Proactive performance · Positive affect · Negative affect · Hedonic contingency theory
DOI
https://doi.org/10.1007/s10490-022-09816-x
Abstract
Employees’ proactive performance is future-oriented and contributes to organizational effectiveness and sustainability. The proactivity literature shows that positive
affect and negative affect may have differential effects to motivate various proactive behaviors at work. However, direct empirical evidence of the impact of affect
on proactive performance is limited. It is also important to investigate whether
the motivational effect of positive and negative affect on proactive performance
can be sustained over time. Responding to these knowledge gaps, we apply the
Hedonic Contingency Theory (HCT), and hypothesize a positive reciprocal relationship between positive affect and proactive performance over time, while such
effect does not exist for negative affect. Results from two independent studies – a
cross-sectional and a longitudinal one – provide support for hypotheses drawn from
HCT. Theoretical and practical implications are discussed.
Source Publication
Asia Pacific Journal of Management
Recommended Citation
Peng, Z. (2022). The affect-proactive performance link and its reciprocal process: a hedonic contingency theory perspective. Asia Pacific Journal of Management. http://dx.doi.org/https://doi.org/10.1007/s10490-022-09816-x