By studying twins, psychologist researches proactivity in the workplace

Surely one's childhood experiences also have an effect.

http://www.k-state.edu/media/newsreleases/nov14/li11614.html

Kansas State University
Nov. 6, 2014

A Kansas State University psychological sciences professor is using twin studies to understand the nature versus nurture debate of the workplace: Do genetic factors or environmental factors influence employee proactivity?

His answer: The interaction between the genetic and environmental factors determines why some employees are more proactive than others.

"It's more like nature and nurture rather than nature versus nurture," said Wendong Li, assistant professor of psychological sciences in the College of Arts & Sciences. "It is the reciprocal relationship between people's dispositions and their work experiences that can make them more or less proactive. In addition to dispositional factors, such as genetic endowments, they also are affected by co-workers, supervisors and the type of organization and culture of the company where they work."

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Proactive employees are valuable because they do not wait for change to come to them, but rather make long-term plans, strive to achieve goals and make things happen, Li said. They persevere through obstacles and barriers until they achieve these goals.

Proactive people also are more likely to be leaders and to earn more money, Li said. Leadership positions give proactive people more control and the ability to change and make their work environments better.

"For proactive people, their jobs become their crafts — they craft the job demands, job control and the relationships with their co-workers and supervisors," Li said. "As agents of the environment, proactive people often become leaders in high-level positions in the company. As a result, they often earn more money, which can make them happier."

Li said proactive employees are extremely valuable in helping organizations face uncertainty and independence in today's fast-paced work environment.

"If organizations want to survive, they need proactive employees who can go above and beyond the call of duty to instigate work changes, make long-term plans and show perseverance to achieve long-term plans," Li said.

Organizations cannot use only standard management practices, Li said, but need to encourage employees to be proactive. For example, when employees see a mistake or an inefficient practice, organizations should encourage employees to proactively think about how to correct it, he said.

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