Although most studies have shown that newcomers benefit from proactive behaviors, these behaviors are not always viewed positively by colleagues, resulting in negative consequences for newcomers. Drawing on uncertainty reduction and social cognitive theories, we contend that newcomer proactive behaviors are viewed positively by competent leaders and peers but negatively by those with low competence. Further, we argue that newcomer proactive behaviors impact leader and peer threat perceptions, affecting subsequent workplace relationships, which in turn influence newcomer voluntary turnover. We empirically test our hypotheses in a three-time multisource study, utilizing a sample of 377 newcomers, 132 leaders, and 721 peers. Supporting our hypotheses, when leaders and peers are less competent, newcomer proactive behaviors, through impacting leader and peer threat perceptions, result in lower quality relationships with leaders and peers. These cascading effects positively correlate with newcomer voluntary turnover. Conversely, opposite effects arise for more competent leaders and peers. Implications of how newcomer proactive behaviors impact workplace relationships and turnover are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

中文翻译：

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领导和同事如何看待新员工的主动行为？关系视角。

尽管大多数研究表明，新员工可以从主动行为中受益，但这些行为并不总是得到同事的积极看待，从而给新员工带来负面后果。借鉴不确定性减少和社会认知理论，我们认为有能力的领导者和同事会积极看待新人的主动行为，但能力较低的人会持消极态度。此外，我们认为，新员工的主动行为会影响领导者和同事的威胁感知，影响随后的工作场所关系，进而影响新员工的自愿离职。我们在一项 3 次多源研究中实证检验了我们的假设，样本包括 377 名新员工、132 名领导者和 721 名同事。支持我们的假设的是，当领导者和同事能力较差时，新人的主动行为会通过影响领导者和同事的威胁认知，导致与领导者和同事的关系质量下降。这些连锁效应与新人自愿流动呈正相关。相反，对于更有能力的领导者和同事来说，会产生相反的效果。讨论了新员工主动行为如何影响工作场所关系和人员流动的影响。（PsycInfo 数据库记录 (c) 2023 APA，保留所有权利）。