AI Article Synopsis
- Recent research suggests that while proactivity at work is often linked to positive motivation and outcomes, it can also stem from negative emotions and lead to burnout, especially under financial stress.
- A study involving 1,315 university employees during the COVID-19 pandemic reveals that fear and the need for impression management may push employees to learn new skills, but this can ultimately be exhausting.
- These findings highlight the complex relationship between fear, proactivity, and employee well-being, indicating that proactive efforts can sometimes be depleting rather than empowering.
Article Abstract
Proactivity at work is generally assumed to be preceded by positive motivational states with positive outcomes for employees. However, recent perspectives suggest downsides to proactive behavior, including that it can be driven by negative emotions or experienced as depleting for employees. Bringing these previously disconnected ideas together, we utilize cognitive-motivational-relational and self-determination theories to holistically examine the negative antecedents of proactivity and its outcomes. We argue that employees, particularly those with high impression management motives, experience burnout when financial precarity and fear drive them to proactively learn new skills. We test and show support for these hypotheses in a four-wave study of 1,315 university employees during the beginning of the COVID-19 pandemic, an external event that threatened employees' financial security. Theoretically, our findings broaden our understanding of the antecedents and consequences of proactivity, while expanding the role of fear at work beyond "flight" responses to include motivating protective effort. Practically, our findings help to understand both how employees proactively develop their skills in light of financial precarity and how these proactive efforts are experienced as depleting. (PsycInfo Database Record (c) 2023 APA, all rights reserved).
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