Abstract
Purpose: This study examines how the resource of egalitarianism, at both individual and organizational levels, affects employee proactivity. Specifically, we propose relational social capital is an effective mechanism through which an individual's egalitarian mindset and the organization's egalitarian HR practice facilitate employee proactivity.
Design/methodology/approach: This study surveys a sample of 511 knowledge workers employed in small to medium-sized enterprises in Australia and New Zealand.
Findings: Results of partial least squares structural equation modeling (PLS-SEM) demonstrate that relational social capital partially mediates the relationship between an egalitarian mindset and employee proactivity and fully mediates the effects of egalitarian HR practice on employee proactivity.
Practical implications: Globally, a social transformation, particularly around the notions of social responsibility and sustainability, is occurring, and this means increasing numbers of employees support egalitarian ideals. HR practitioners therefore need to be aware of how their human resource management (HRM) system supports this value orientation.
Originality/value: This study illuminates a new performance pathway by highlighting egalitarianism's contribution, as a valuable resource, to organizational and employee innovation. This focus on egalitarianism is both timely and important. This is because the United Nations Sustainable Development Goals, through their support of diversity, inclusiveness and equality, reflect an egalitarian ethos, and managers are becoming increasingly cognizant of the need to embed these values into organizational structures and operational processes.