Perceived investment in employee development and taking charge

Abstract

Purpose

The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy.

Design/methodology/approach

Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses.

Findings

The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy.

Research limitations/implications

Given the cross-sectional nature of the data, no causal inferences can be drawn.

Practical implications

Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to increasing the levels of employees’ voluntary and constructive efforts to improve work situations.

Social implications

Greater levels of employee taking charge behaviors may offset the decline of businesses and thus aid in reducing long-term unemployment in the society at large.

Originality/value

This study contributes to a more complete understanding of how job characteristics may facilitate or inhibit the influence of antecedents for taking charge.

Citation

Dysvik, A., Kuvaas, B. and Buch, R. (2016), "Perceived investment in employee development and taking charge", Journal of Managerial Psychology, Vol. 31 No. 1, pp. 50-60. https://doi.org/10.1108/JMP-04-2013-0117