Benefiting Others at Work as a Drive: Job Prosocial Impact and Employee Proactive Work Behavior

Job prosocial impact, as a job social characteristic, arouses increasing interests in organizational research. Using proactive motivation model as an overarching framework, we investigate how job prosocial impact influence employee proactive work behavior. Analysis of lagged, multisource data of 357 employees from diverse job types showed that job prosocial impact was positively related to employee felt responsibility for constructive change, role- breadth self-efficacy, and vitality at work. Our results indicated that job prosocial impact had a positive effect on employee proactive work behavior through a heightened felt responsibility for change, and an increased role-breadth self-efficacy. Prosocial values were found to amplify the mediating effects of felt responsibility for change and role-breadth self-efficacy. Theoretical and practical implications are discussed.