Ilaria Setti, Paola Dordoni, Beatrice Piccoli, Massimo Bellotto and Piergiorgio Argentero
This paper aims at examining the relationship between proactive personality and training motivation among older workers (aged over 55 years) in a context characterized by the…
Abstract
Purpose
This paper aims at examining the relationship between proactive personality and training motivation among older workers (aged over 55 years) in a context characterized by the growing ageing of the global population. First, the authors hypothesized that proactive personality predicts the motivation to learn among older workers and that this relationship is mediated by goal orientation. In particular, the authors hypothesized that learning goal orientation may mediate the relationship between proactive personality and learning motivation.
Design/methodology/approach
The employees of an Italian bank completed an online questionnaire. AMOS 17 was used to carry out confirmatory factor analysis, and the SPSS macro was used to test the meditational model.
Findings
The results confirmed both the hypotheses, demonstrating the influence of proactive personality on training motivation of older workers, as mediated by goal orientation and, in particular, by learning goal orientation.
Practical implications
From an applicative point of view, this study may have implications for organizations that aim to increase the employability of older people by encouraging them to undertake more training. In particular, interventions aimed at increasing learning goal orientation could contribute in strengthening proactive personality that, in turn, may affect levels of training motivation.
Originality/value
Even if proactive personality has already been found as a predictor of learning motivation, to the best of the authors’ knowledge, the present study demonstrates that the relationship between proactive personality and training motivation is mediated by goal orientation among older workers.
Details
Keywords
This study aims to: (1) investigate the relationship/connection between organizational change (OC) and organizational resilience (OR) and (2) provide a basis for understanding how…
Abstract
Purpose
This study aims to: (1) investigate the relationship/connection between organizational change (OC) and organizational resilience (OR) and (2) provide a basis for understanding how organizational change can underpin or build organizational resilience.
Design/methodology/approach
An extensive literature review has been made to discuss the goals of OC as well as the enablers of OR. A number of conceptual models have been introduced to demonstrate the correlation between OC and OR and the potential role of OC in supporting OR. Empirical findings were also introduced in order to support the theoretical basis of this research.
Findings
This study argues that OC can be practiced for the purpose of building or supporting OR. A variety of views have been introduced to demonstrate the correlation between OC and OR and the role of OC in supporting OR.
Practical implications
The purpose and scope of OC should not only be confined to enabling organizations to respond to the dynamics of their business environments but also to enable organizations to withstand a wider range of internal disruptions, major incidents and external factors. This perspective provides a broader insight that is different from the traditional conceptualization of the goals and purpose of OC.
Originality/value
To the author’s knowledge, this is one of very few studies that discuss the correlation between OC and OR and the role of OC in building OR. This explains the need for more practical change initiatives that aim to elevate levels of OR.