Effect of perceived team reflexivity on employability and career satisfaction: mediating role of proactive behavior
| Date | 13 December 2024 |
| Pages | 441-454 |
| DOI | https://doi.org/10.1108/PR-05-2024-0501 |
| Published date | 13 December 2024 |
| Author | Makoto Matsuo |
Effect of perceived team reflexivity on
employability and career satisfaction:
mediating role of proactive behavior
Makoto Matsuo
School of Business, Aoyama Gakuin University, Tokyo, Japan
Abstract
Purpose –The present research aims to analyze the mediating role of proactive behavior in linking perceived
team reflexivity to perceived employability and career satisfaction.
Design/methodology/approach –A structural equation model was conducted, using a two-wave survey with
managers in a regional bank in Japan (n5408).
Findings –This study found that proactive behavior fully mediated between perceived team reflexivity and
perceived employability,and that proactive behavior partially mediated between perceived team reflexivity and
career satisfaction.
Research limitations/implications –As proactive behavior, perceived employability and career satisfaction
were evaluated at time 2, future research needs to perform a three-wave survey to assess these variables
separately.
Practical implications –Organizations should note that the practicality of team reflection can be an effective
measure for enhancing employees’ proactive behavior, employability and career satisfaction.
Originality/value –The present research contributes to the existing literature by identifying the role of perceive
team reflexivity in enhancing employees’ career-related well-being through proactive behaviors.
Keywords Team reflexivity,Proactive behavior, Employability, Career satisfaction
Paper type Research paper
Introduction
Team reflexivity, defined as the extent to which team members collectively reflect on the
team’s objectives, strategies, processes, and environment as well as their wider organizations
and environment, and adapt them accordingly (West, 2000), has been shown to promote team
creativity, innovation, and performance because reflexive teams allow members to critically
review practices that are not functioning to develop ideas for improved work processes (Ren
et al., 2021;Schippers et al., 2013;Wanget al., 2021;West, 2000). Previous studies have also
found that team reflexivity enhances individual well-being and innovative behavior by
promoting social support and knowledge sharing (Andela and Truchot, 2017;Chen et al.,
2018;Farnese and Livi, 2016;Wang et al., 2021).
Despite its important role in facilitating learning and performance in teams, only a few
studies have examined the effect of team reflexivity on career-related factors. Considering that
reflexive teams can increase situational awareness of the strengths and weaknesses of the
teams as well as opportunities and threats of the environment (Lyubovnikova et al., 2017;
Schippers et al., 2007), team reflexivity may then be conceived to enable team members to
recognize their employability by assessing individual skills and knowledge. Furthermore,
team reflexivity enhances members’ career satisfaction by expanding their cognitive abilities
through knowledge sharing and situational understanding (Shin et al., 2017).
Based on the self-determination theory (SDT), assuming that the workplace context affects
autonomous motivation, which results in higher well-being and performance (Deci et al.,
2017), the present research examined the effect of perceived team reflexivity on members’
perceived employability and career satisfaction. Perceived employability is viewed as a key
factor for surviving in a turbulent labor market (Delva et al., 2021;Insa et al., 2016;Vanhercke
et al., 2015), while career satisfaction is a prevalent indicator of subjective career success in
such environments (Jawahar and Liu, 2016;Spurk et al., 2021). To investigate the influence of
perceived team reflexivity on perceived employability and career satisfaction, this study
Personnel Review
441
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0048-3486.htm
Received 29 May 2024
Revised 4 November 2024
Accepted 12 November 2024
PersonnelReview
Vol.54 No. 1, 2025
pp.441-454
©Emerald Publishing Limited
e-ISSN:1758-6933
p-ISSN:0048-3486
DOI10.1108/PR-05-2024-0501
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