Role of Curiosity in Job Attitudes and Behaviours - Research Proposal Assessment Answer

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INTRODUCTION
“Curiosity is a desire for new information that engenders inquisitive and exploratory behaviours” (Berlyne, 1960, 1966; Litman, 2005; Harrison et al., 2011). “Curiosity can be a powerful motivator of behaviour, initiating actions directed at exploring one’s environment to resolve uncertainty and make the novel known.” (Arnone et al., 2011). In the investigation of the relationship among adult curiosity, workplace learning and job performance, Reio Jr. and Wiswell (2001) suggested that curiosity influences workplace learning and job performance through mediational effects of socialization-related learning. In the research article of the role of trait curiosity in newcomer adaptation by Ashford, Sluss and Harrisson (2011) the results support the relationship between positive framing and performance and the extra-role behaviour of taking charge. Curiosity is also seen as the antecedent to newcomer adaptation. “ The successful scientists often are not the most talented, but the ones who are just impelled by curiosity” (Amabile,1997; Hagtvedt et al., 2019).

“Job Performance means the total value added to the organization of the discrete behavioural episodes that an individual carries out over a standard period of time.” (Motowidlo, 2003).
“Work Engagement refers to an employee being actively involved with work. Previous studies relating to Work Engagement and Job Performance have shown that work engagement is predictive of job performance and client satisfaction.” (Schaufeli et al., 2008).

The rationale of this study is to find out if curiosity influences the work engagement and job performance of an employee. Supervision from their leaders and Organizational Support will be taken as moderating factors to examine the relationship between Curiosity and Work Engagement. There have been studies on the topic of curiosity and job performance that were conducted in the past with different moderating factors in different contexts. The main aim of the study is to find out the relationship between curiosity and work engagement through the given moderating factors and if work engagement in turn influences the job performance of an employee.

Supervision in the workplace can mean directing and guiding an employee by someone in a higher position to them. Having satisfactory supervision is of utmost importance for employees who thrive to engage in their work and perform better. Organisational support refers to the support given by the leaders and co-workers of an employee. It is seen that workplace support from co-workers is cited as an important factor that can facilitate training (Pidd, 2004). In the same way, it is necessary to see if organisational support moderates the relationship between curiosity and work engagement.

There has been no specific study that sees the relationship between curiosity, work engagement and job performance through the above moderating factors. The aim is to
explore different moderating factors such as Supervision and Organisational Support to see if they play a role in the relationship or if there are only certain moderating factors which have already been studied about, that influence the relationship between curiosity, work engagement and job performance. It would also be interesting to see if work engagement mediates the relationship between curiosity and job performance. This study is important for organisations that may neglect the importance of satisfactory supervision and organisational support for curious employees. When employees do not have the right supervision and
healthy organisational support they might not be as engaged in their work however curious they are, and they might in turn exhibit poor performance which could affect the organisation as a whole.

The following are the research questions and hypotheses developed for this study:
RESEARCH QUESTIONS:
1. Will Curiosity be positively associated with Work Engagement?
2. Will the relationship between Curiosity and Work Engagement be stronger with satisfactory Supervision?
3. Will the relationship between curiosity and work engagement be stronger with Organizational Support?
4. Will Work Engagement be positively associated with Job Performance?
5. Will Work Engagement mediate the relationship between Curiosity and Job Performance?

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