Despite a surge in the research on callings, the field of callings requires a better understanding of the workplace implications of callings for employee outcomes. In particular, one important question remains open as to whether calling-oriented employees are willing to engage in proactive, taking charge behaviors to initiate desirable changes in the workplace. Addressing this question is of great importance, as taking charge behaviors are essential to incorporate organizational effectiveness into the current rapidly changing business environment. To explore this question, we draw on a novel theoretical lens of the proactive motivation framework to explicate the functioning of employee calling in that space. Specifically, we propose callings as a distal antecedent of taking charge, while theorizing intrinsic motivation and affective organizational commitment as two distinct motivation bases that link callings to taking charge. Further, we examine supervisor close monitoring as a crucial contingency of these relationships. Our analyses of time-lagged survey data from 188 supervisor-employee dyads revealed that intrinsic motivation and affective commitment connect the relationship between callings and taking charge with a comparable magnitude. Interestingly, our analysis demonstrated that close monitoring weakens the calling-intrinsic motivation relationship but not the calling-affective commitment relationship. Our study deepens the current understanding of the workplace implications of callings by suggesting that calling-oriented employees can serve as proactive change agents in the workplace and by suggesting that, despite being self-directed, their motivation and behaviors are still vulnerable to adverse supervisory influence.

尽管对呼叫的研究激增，但呼叫领域需要更好地了解呼叫对员工成果的工作场所影响。特别是，一个重要的问题仍然悬而未决，即以呼叫为导向的员工是否愿意主动参与、负责的行为以在工作场所发起理想的变革。解决这个问题非常重要，因为负责行为对于将组织有效性融入当前快速变化的业务环境至关重要。为了探索这个问题，我们利用主动激励框架的新颖理论视角来解释员工呼叫在该空间中的功能。具体来说，我们建议将呼唤作为负责的远端前提，同时将内在动机和情感组织承诺理论化为将召唤与负责联系起来的两个不同的动机基础。此外，我们将主管的密切监控视为这些关系的关键偶然事件。我们对来自 188 位主管-员工二人组的滞后调查数据的分析表明，内在动机和情感承诺将召唤和负责之间的关系以可比的幅度联系起来。有趣的是，我们的分析表明，密切监控会削弱呼叫-内在动机关系，但不会削弱呼叫-情感承诺关系。我们的研究通过建议以呼叫为导向的员工可以在工作场所充当积极的变革推动者，并通过建议，加深了当前对呼叫的工作场所影响的理解，