Organizational Change and Proactive Personality: Effect on Job Performance and Job Satisfaction

Abstract

In today’s borderless world characterized by acute competition, with change being the only constant, organizations need to work on building a workforce which can not only survive but also thrive in such a volatile environment. Proactive individuals actively create environmental change, while less proactive people take a more reactive approach toward their jobs. The present paper provides evidence for the significance of proactive personality (PAP) in the backdrop of an organizational change setting. We hypothesized a conceptual model and tested the effect of PAP on important job outcomes and found that it had a robust relationship with job performance and job satisfaction after controlling for affective commitment to change and intent to remain with the organization. Further, we tested the mechanism by which PAP was related to intent to remain and found that affective commitment to change and job satisfaction completely mediated the relationship between PAP/intent to remain with the organization.