Introduction

The cases of drug usage have opened the eyes of all nations. The United Nations Office on Drugs and Crime (UNODC) estimates that at least 271 million individuals, or 5.5% of the world’s population, between the ages of 15 and 64 have used drugs [1]. In the meantime, the National Narcotics Agency in Indonesia has stated that the nation’s drug problem demands continual attention and heightened monitoring from all sectors.

The Directorate General of Corrections conducts medical and social rehabilitation for penitentiarys/detention residents. However, the penitentiarys have experienced overcapacity by 79% since the number of prisoners throughout Indonesia is 243,572 while the total capacity is only 135,075 people. Of this number, the number of bookies, custodians, dealers, producers, and narcotics users is 128,390 people or around 52.7% of the total number of prisoners.

Many prisons stopped rehabilitation activities due to entry access restrictions in response to the COVID-19 pandemic. Unfortunately, this condition did not make officers try to find solutions or ideas on how to keep the rehabilitation process going, for example, by changing the way of work and the methods of counseling, nor to convey these obstacles to their superiors. Thus, it could be concluded that the rehabilitation officers did not work proactively, even though it had been regulated in the Treatment for Prisoners SMR (Standard Minimum Rules) articles 46 and 47.

Establishing proactive work behavior requires an appropriate approach involving several other factors. A proactive personality tends to increase the ability to find new ways of doing work, including new ideas to improve initiative and function [2]. Ideally, an officer has the inner certainty to succeed at each step; it is important to foster role breadth self-efficacy because it relates to how individuals feel they can play a broader and more proactive role [3]. If this is not convincing, supportive supervision in each decision-making process will certainly give better results. Supportive supervision is a condition that reflects the extent to which team supervisors display supportive behavior [4] by encouraging feedback and voicing concerns among employees [5]. Furthermore, to display innovative behavior by creating the right ideas, officers need to focus on change orientation that will lead to making changes related to policies, methodologies, and work procedures that also occur in roles outside of their work authorization and responsibilities while bringing benefits for the organization [6]. It is intended so that officers can pass the required innovation process through proactive work behavior.

Pre-research results about proactive work behavior were carried out on Heads of correctional divisions throughout Indonesia, and 64% of them stated that rehabilitation officers did not have a proactive work behavior. As many as 30 respondents also said that the rehabilitation officers could not yet provide new innovative ideas. Meanwhile, 31 respondents stated that rehabilitation officers did not have the creativity to solve problems during this pandemic.

We are in the industrial era of 4.0, where innovation is a must. Apart from the importance of innovation in the technical aspect, focusing on individuals is certainly much more important because individuals play a bigger role in making a difference and creating innovative output among business actors [7]. About 80% of new or improvised ideas in the company are the initiative of employees, and the rest are the result of innovation plans set by the company [8].

From the above problems, it can be seen that the rehabilitation target will be difficult to achieve because the implementers are not doing enough innovation and creation, so the rehabilitation process does not run properly. It can be assumed that the rehabilitation implementers have not taken sufficient initiative to develop new work methods, have not taken the initiative to solve the problems at hand, and have not been able to take over to control the problematic conditions. Therefore, from the descriptions above, the researcher considers Proactive Work Behavior to be a gap among rehabilitation officers.

Because of its interconnectedness, this research has a sense of urgency that sets it apart from previous studies. It provides a global perspective by connecting the worldwide problem of drug usage with the local setting in Indonesia and illuminating the nation’s unique problems. Moreover, the focus on the overcapacity problem in penitentiarys adds a crucial dimension, as it poses systemic challenges requiring innovative solutions, directly impacting the execution of rehabilitation programs. By exploring the role of rehabilitation officers as innovators in the industry 4.0 era, this research provides a contemporary perspective that connects the necessity for innovation with technological advancements and shifts in work methodologies. Additionally, the study emphasizes the significance of internal motivation, spontaneity, and creativity in carrying out rehabilitation tasks, highlighting proactive work behavior as a key research variable.

This research is not only important for addressing problems within penitentiarys, but also has significant consequences for rehabilitation results and community safety. Through the integration of these aspects, the research provides a thorough and all-encompassing contribution to the comprehension of rehabilitation methods in penitentiarys. It provides comprehensive analysis of both local and global factors, enabling advancements in rehabilitation procedures and continuous refinements. This highlights crucial factors that can foster creativity in a period characterized by ongoing progress.

This research explores the crucial role of rehabilitation officers as innovators in the context of the Industrial Era 4.0, which is marked by a strong focus on innovation. It aims to clarify how these officers may effectively contribute to driving positive change. The pressing nature of this investigation creates a foundation for formulating legislation, designing training strategies, and implementing interventions aimed at improving the efficiency of rehabilitation personnel. The primary objective of this research is to enhance rehabilitation results and enhance community safety by implementing focused activities and making well-informed decisions.

The objective of this study is to investigate the proactive work behavior of rehabilitation officer in penitentiarys, with a particular focus on their initiative and innovative capabilities. Furthermore, it aims to evaluate the proficiency of rehabilitation officer in overcoming hurdles, devising new strategies, and efficiently carrying out rehabilitation procedures, especially when confronted with difficulties such as overcapacity and the COVID-19 epidemic. The study aims to investigate the elements that influence and promote proactive work behavior in rehabilitation officers, including proactive personality, supportive supervision, role breadth self-efficacy, and change orientation.

Literature review

Hypothesis development

Proactive personality and proactive work behavior.

From a selection perspective, one of the options that organizations have is to look for employees who inherently have a proactive personality. A proactive personality is an important antecedent for proactive work behavior [20]. Individuals with a proactive personality tend to change their environment in a positive way and try to improve/enhance behavior at work [21]. Referring to the model of behavioral concordance, a highly proactive personality encourages the formation of proactive behavior [22]. The model of behavioral concordance also provides an explanation of the increased sense of competition among individuals with highly proactive personalities. In addition, these individuals have a tendency to self-start and change their own work routines because their self-concordances are higher than those with low proactive personalities [23]. Through a proactive personality, employees can introduce new procedures, suggest alternative ways to increase work effectiveness, provide visible evidence to support their belief, and have the power to control the situation needed, which in turn leads to proactive work behavior [24]. Being involved in proactive work behavior indicates a person’s efforts to influence their environment and can strengthen their sense of competence when the behavior produces constructive changes [24]. In addition, a previous study has stated that a proactive personality directly affects proactive work behavior [25]. Prior research has also demonstrated the association between proactive personality and proactive work behavior in the domains of control, voice, individual creativity, and issue prevention [26].

1. H1: Proactive Personality has a significant effect on Proactive Work Behavior

Supportive supervision and proactive work behavior.

Supportive supervision is renowned for physically and psychologically assisting subordinates in dealing with their job and expectations [27]. Employees can accept this support as extra-role behavior that gives them new hope in the workplace, which is done above and beyond the description of the supervisor’s formal job. Furthermore, employees can become cognitively addicted to work problems and behaviorally spend substantial personal time on their jobs due to a higher intention to engage in proactive role behaviors that lead to proactive work behavior. Although empirical research investigating the role of supportive supervision on proactive work behavior is still limited [11], there are other studies that have proven the contribution of supervision or leadership aspects in encouraging proactive behavior. According to previous research, servant supervision is able to encourage and facilitate individuals to behave proactively [28]. In addition, inclusive leadership is also known to correlate with proactive work behavior [29]. Theoretically, Social Exchange Theory (SET) is the basis for building a supportive supervision role for proactive work behavior. Meanwhile, SET emphasizes reciprocity due to interactions between two parties [30], which in this context are supervisors and their subordinates. In this case, supervision provides support and appreciation for the work of subordinates, which is rewarded by subordinates with proactive behavior. The good treatment received from the vision in the form of support will also be responded to well by followers [31–33], namely proactive work behavior. The interaction between supportive supervision and subordinates encourages individual and team discussions so that they can predict problems and generate collective ideas. Prior study also stated that when innovation supervision is highly supportive, team members are more likely to begin and continue in creative behavior and to coordinate their innovative efforts with others, which may be achieved through proactive work behavior [4]. It is in line with a previous study, which states that the support of leaders in terms of (encouragement, availability of leaders, and non-interference) positively supports employee work behavior [34].

1. H2: Supportive Supervision has a significant effect on Proactive Work Behavior

Role breadth self-efficacy and proactive work behavior.

Role breadth self-efficacy will give their employees the confidence to face proactive consequences, and some empirical studies support the notion that role breadth self-efficacy is a predictor of proactive work behavior [35]. Moreover, role breadth self-efficacy has been deemed significant since it promotes initiative and self-direction, which is advantageous for proactive work behavior [3]. Previous studies have proven that role breadth self-efficacy can inspire individuals to believe that they can carry out broader and more proactive roles [36]. It goes beyond predetermined technical criteria and produces better proactive work behavior. It puts forward two greatest concern characteristics: the ability to apply active thinking and proactively solve problems at work. An individual with role breadth of self-efficacy tends to focus on various proactive work behaviors and integrative and interpersonal relational activities that form an extended role, such as dealing with long-term problems [18]. In line with previous studies, it has also been confirmed that role breadth of self-efficacy is a significant antecedent or predictor of proactive work behavior [18,35].

1. H3: Role Breadth Self-efficacy has a significant effect on Proactive Work Behavior

Change orientation and proactive work behavior.

Employees can occasionally reinterpret organizational goals to develop more demanding objectives and actively influence the socialization process to enhance the quality of their work experience, indicating that they have a change orientation [37]. Furthermore, they will try to display ’active’ behavior by showing proactive work behavior. Employees can carry out a series of change orientation activities by bringing about changes, including changes in a situation (for example, introducing new work methods and influencing organizational strategies) and changes in themselves (for example, learning new skills to deal with future demands) where it leads to proactive work behavior [37]. Furthermore, change orientation is positively related to proactive work behavior. A change in atmosphere or targets in the organizational environment makes employees more proactive in work behavior.

1. H4: Change Orientation has a significant effect on Proactive Work Behavior

Proactive personality and role breadth self-efficacy.

A proactive personality can affect the role breadth of self-efficacy in individual adjustment through self-efficacy components related to representative experience, performance achievement, verbal persuasion, and emotional arousal [38]. Role breadth self-efficacy assesses employees’ ability to carry out various integrative and interpersonal tasks well [35]. A proactive personality can take action, play a more flexible role, and make changes similar to mastery or control [3]. It can be a person’s ability to foster role breadth of self-efficacy by making people believe they can play a broader role. Previous research has shown that proactive personality is well connected to role breadth self-efficacy in a substantial way [36]. It is consistent with the findings of [39], which indicated that a proactive personality is favorably associated with self-efficacy role breadth. According to the findings, proactive personality and creativity have a beneficial influence on creative behavior and, consequently, organizational effectiveness.

1. H5: Proactive Personality has a significant effect on Role Breadth Self-Efficacy

Supportive supervision and role breadth self-efficacy.

Supportive supervision can be an important environmental factor affecting creativity [40], which can also further influence employee self-efficacy because self-efficacy describes individual behavior as a result of the interaction between individual traits and their work environment [41]. Supportive supervision will show concern for the feelings and needs of its employees by not only encouraging them to express their views but also giving them positive information feedback, which can facilitate their abilities [40]. That way, these employees will be the strongest determinant of their tendency to suggest good ideas through role breadth self-efficacy [42]. A previous study conducted at hospital agencies stated that supportive supervision is directly related to role breadth self-efficacy [43].

1. H6: Supportive Supervision has a significant effect on Role Breadth Self-Efficacy

Proactive personality and change orientation.

A highly proactive personality will help individuals actively seek new ideas and take the initiative to improve their situation. They are more likely to change their situation by way of an individual rather than let themselves be shaped by their environment [44]. It will lead to a state of change orientation because behavior with change orientation in organizations provides a positive job perception of individual initiatives that can also encourage adaptive behavior consistent with the organization’s goals and values [19]. According to a previous study, change orientation, as influenced by a proactive personality, will also lead to innovation or action directed to implement changes in improving work practices, usually driven by personal initiative [45]. A proactive personality is directly related to change orientation [46]. This personality will develop an environment of invention and adaptability, which can provide settings that inspire proactivity regardless of employee differences.

1. H7: Proactive Personality has a significant effect on Change Orientation

Supportive supervision and change orientation.

When supervisors practice supportive supervision, they will encourage feedback and the expression of concerns and demonstrate care for employees’ needs and feelings to offer positive feedback, promote creativity, and assist in skills development [5]. That way, individuals who receive supportive supervision will feel they have the power to step up to achieve better organizational goals. They will also lead to a change orientation, which is very important in encouraging organizational change for a sustainable organization [19]. According to a previous study, supportive supervision is directly related to change orientation [47]. With the supervision of supportive supervisors, the researchers’ analysis is highly correlated with the officers in the organization.

1. H8: Supportive Supervision has a significant effect on Change Orientation

Mediating role of role breadth self-efficacy.

The association between proactive personality and creative behavior is entirely mediated by employee development in the workplace, and this study demonstrates the existence of high-involvement human resource practices to boost individual proclivities and cultivate proactive work behavior [48]. Role breadth of self-efficacy can refer to a more proactive ability to do a task [49]. In addition, role breadth of self-efficacy is a state that can change with the organizational environment and employee experiences, so it is hoped that it can be carried out simultaneously with a proactive personality to form proactive work behavior. That way, the company will achieve its goals to control and change the organization’s internal environment [35].

Leaders who support employees facing work-family conflicts can contribute to increasing the resources employees need to resolve work stress due to work-family conflicts [50]. Employees with role breadth self-efficacy can perform a certain series of tasks and feel motivated to do them, which, if done with employees who have supportive supervision, will be more efficient in leading to proactive work behavior. Supportive supervision can give individuals useful feedback, advice, practical assistance, and resources [4]. Hence, employees will have motivation through role breadth self-efficacy and good support through supportive supervision in influencing proactive work behavior.

1. H9: Role Breadth Self-Efficacy significantly mediates the effect of Proactive Personality on Proactive Work Behavior
2. H10: Role Breadth Self-Efficacy significantly mediates the effect of Supportive Supervision on Proactive Work Behavior

Mediating role of change orientation.

Change orientation is related to proactive work behavior [35]. A change in atmosphere or targets in the right organizational environment will make employees more proactive. It will increase proactive work behavior. Through behavior with change orientation, it will take a proactive personality toward problems and be involved in changes that make the tendency to be assertive and dominant [51]. That way, employees with proactive personalities will be equipped with the right change process to create proactive work behavior.

Previous studies show that the support of secure base leaders significantly positively affects proactive work behavior [34]. Leader support (encouragement, leader availability, and non-interference) positively supports employee work behavior. Furthermore, changes in the environment in an organization require the support of superiors so that proactive work behavior can continue. According to a previous study, today’s work experience cannot secure a position for the future, so behavior with sustainable change orientation is very important for employees [34]. Behavior with change orientation will refer to how employees initiate changes, and it can also be supported by supportive supervision to form better proactive work behavior. This support will be an innovation for team members in starting and surviving the changes needed to create proactive work behavior.

1. H11: Change Orientation significantly mediates the effect of Proactive Personality on Proactive Work Behavior
2. H12: Change Orientation significantly mediates the effect of Supportive Supervision on Proactive Work Behavior

The following Fig 1 summarizes the hypotheses development.

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Fig 1. Conceptual framework here.

https://doi.org/10.1371/journal.pone.0298936.g001

Research methods

Results and discussion

Results

Variable assessments were carried out by all rehabilitation officers at the Sumatra Narcotics Penitentiary by answering various statements contained in distributed questionnaires.

Table 1 shows a description of the characteristics of the rehabilitation officers for narcotics addicts in the Narcotics Penitentiary in this study; most of them are men (93.4%), aged 20–30 years (80, 5%), have been working for 1–2 years (47.1%), and the higher education degree is senior high school (70.2%).

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Table 1. Description of respondent characteristics.

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Table 2 shows the results of the c.r multivariate normality test, which indicates that multivariate data are not normally distributed. The c.r value of 62.64 is outside the range of -1.96 to +1.96 at a significance level of 5%.

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Table 2. Multivariate normality test results.

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Table 3 shows the Z-score value for each indicator, showing that the Z-Score falls inside the range of 3. Hence, it is univariate. The conclusion is that none of the study’s findings were recognized as outliers.

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Table 3. Univariate outlier test results.

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Table 4 shows the results of multivariate outlier detection; 17 observations have a d-squared Mahalanobis value> 77.42 table chi-square limit, so the 17 observations (respondents) can be indicated as outliers and then drop from the analysis. Thus, the number of samples will be reduced from 17 to 255. This sample size still meets the SEM criteria because it is still in the 215–430 range according to the requirements previously described.

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Table 4. Multivariate outlier test results.

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Table 5, which explains Figs 2 and 3, shows that the most common absolute index is the GFI, and the most common incremental index is the CFI, which is insensitive to the influence of model complexity. Then, it is known that the evaluation of the fit measurement model produces unacceptable criteria, namely GFI, AGFI, and PNFI, which are still included in the poor fit criteria. Thus, the measurement model was further revised by modifying the model based on the value of modification indices. The examination of the measurement model’s (revised model) suitability yielded criteria that were all acceptable (excellent fit and marginal fit) and more suitable than those of the initial model, making the measurement model acceptable.

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Fig 2. The measurement model (initial model) is here.

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Fig 3. The measurement model (revised model) is here.

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Table 5. Fit measure on the measurement model.

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Table 6 demonstrates that in the revised model, all constructs had loading factor values> 0.50 and AVE values> 0.50; therefore, they may be utilized to develop models.

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Table 6. Construct validity test.

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Table 7 demonstrates that each variable yields a construct reliability value> 0.70. Therefore, all indicators were reliable.

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Table 7. Construct reliability test.

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After the measurement model analysis, the structural model analysis begins with a fit evaluation to ensure the constructed model matches the data (fit). Fig 4 shows the final model’s estimated results and goodness-of-fit value.

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Fig 4. Estimation results of structural equation modeling about here.

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Based on Table 8, the model is acceptable since all the requirements for absolute fit indices, incremental fit indices, and parsimony fit indices have been met (marginal fit and good fit). The next step is to test the direct and indirect interactions between variables.

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Table 8. Fit measure on structural model.

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Table 9 demonstrates the impact of provisions on variables. If the CR value is 1.96 or the p-value is 5% real level, there is a significant influence between these variables. There is a negligible influence if the CR value is 1.96 or the p-value is > 5% real level.

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Table 9. Structural relationships between variables.

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Table 10 demonstrates the impact of provisions on variables. If the CR value is 1.96 or the p-value is 5 percent actual level, there is a substantial influence; otherwise, there is an inconsequential effect.

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Table 10. Indirect path structural relationships.

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Discussion

The initial hypothesis is confirmed (H1 accepted). It is consistent with findings from previous studies that a proactive personality directly affects proactive work behavior [25]. The findings of this study suggested that rehabilitation officers at the Narcotics Penitentiary could offer new methods and provide alternatives to boost their work effectively if they have a proactive personality. In addition, rehabilitation officers could offer proof to support their conviction that they were influential and could influence the required circumstance, which led to proactive work behavior. Rehabilitation officers with a proactive personality exhibit initiative, creativity, and a readiness to adapt to challenging situations, such as those encountered in penitentiarys—specifically, dealing with issues like excess capacity, pandemic repercussions, and hurdles in rehabilitation implementation. The earlier-mentioned research problems, particularly concerning the deficiency of innovation and creativity in the rehabilitation process, directly correlate with the finding that a proactive personality is positively linked to proactive work behavior. This underscores the significance of enhancing the active personality of rehabilitation personnel to elevate the effectiveness of rehabilitation. Consequently, these findings offer a contribution to comprehending the dynamics of proactive work behavior within penitentiarys.

The resultant coefficient of influence is 0.169, which indicates that the more supportive the supervision, the more proactive the work behavior (H2 is accepted). Leader support (encouragement, accessibility, and non-interference) favorably influences employee work behavior [34]. The results of this study suggested that rehabilitation officers’ supervisory support might provide a secure atmosphere for expressing creative and new ideas and give the necessary resources to do so successfully. When supportive supervision for innovation is high, rehabilitation officers are more likely to begin and maintain creative activity and coordinate their inventive efforts through proactive work behavior. Rehabilitation officers grappling with challenges like overcapacity, pandemic impact, and hurdles in rehabilitation implementation are likely to exhibit increased initiative and creativity when adequately supported by their superiors. The identified research problems, particularly disruptions in rehabilitation activities due to the pandemic and the absence of innovation to surmount these obstacles, highlight the positive influence of supportive supervision on proactive work behavior. This implies that initiatives aimed at enhancing supervisory support for rehabilitation officers can prove effective in fostering initiative and creativity in their work performance. Consequently, these findings offer crucial insights for penitentiary managers, especially those overseeing Narcotics Penitentiary, to enhance supportive supervision practices.

The third hypothesis is accepted. Following earlier studies, the role breadth of self-efficacy has been validated as a key antecedent or predictor of proactive organizational work behavior [18,42]. Through role breadth of self-efficacy, the rehabilitation officers at the Narcotics Penitentiary demonstrated the ability to apply active thinking at work and proactively solve problems that were deemed important because they increased initiative and assumed responsibility, which is conducive to proactive work behavior. Overcoming research challenges, such as the deficiency in innovation and creativity in rehabilitation delivery amid issues like excess capacity, pandemic impact, and access barriers, can be achieved by reinforcing role breadth self-efficacy. The confidence to proactively engage in diverse roles can inspire the development of innovative and alternative solutions to support rehabilitation objectives. These findings suggest that penitentiary managers, particularly those overseeing Narcotics Prisons, should focus on boosting the confidence of rehabilitation officer by involving them in broader roles.

The resultant coefficient of effect is 0.313, which indicates that the greater the change orientation, the greater the proactive work behavior. Consequently, the fourth hypothesis is likewise valid (H4 accepted). According to a previous study, change orientation is positively associated with proactive work behavior [35]. The findings of this study indicated that rehabilitation officers could engage in several change orientation activities by bringing about changes, such as introducing new work methods and influencing organizational strategies, and changes in oneself, such as acquiring new skills to meet future demands, which leads to proactive work behavior. Rehabilitation officers possessing a change orientation are inclined to innovate in work practices and organizational strategies, fostering positive work behavior. Issues like the suspension of rehabilitation activities due to the pandemic, overcapacity, and obstacles in rehabilitation implementation can be addressed by reinforcing the change orientation of rehabilitation officers. Those with a robust change orientation are more proactive in devising innovative solutions to overcome hurdles and adapting their work methods to evolving circumstances. Consequently, these findings underscore the direct significance of promoting and supporting the development of a change orientation among rehabilitation officers in prison management, particularly in narcotics prisons.

The fifth hypothesis is valid (H5 accepted). It is consistent with previous studies, which indicated that a proactive personality is favorably associated with self-efficacy role breadth [39]. The present study also revealed that when rehabilitation officers speak to proactive personality, they refer to those who can take action, play a more flexible role, and make adjustments akin to mastery or control [3]. It might be the personal capacity of rehabilitation officers to promote role breadth self-efficacy by convincing individuals that they can perform a bigger role.

The sixth hypothesis is likewise acceptable (positive). According to the previous study, supportive supervision directly correlates with role breadth self-efficacy [3]. The results of this study indicate that supportive supervision is a major factor in the practical environment, as this support will be accompanied by a positive practice environment that encourages rehabilitation officers’ professional autonomy in enhancing their professional competence and optimizing their performance, resulting in positive outcomes. Role breadth self-efficacy is advantageous for organizations.

The seventh hypothesis is valid (H7 accepted). Following the previous studies’ findings, their research indicates that a proactive personality is closely associated with change orientation [3]. The findings of this study indicate that rehabilitation officers for narcotics addicts at the Narcotics Penitentiary with a change orientation in the organization provide positive job perceptions of individual initiatives that are also capable of encouraging adaptive behavior consistent with organizational goals and values that lead to proactive personality to improve conditions. Inmates at the Narcotics Penitentiary are more inclined to alter their situations independently than to allow themselves to be molded by their surroundings.

The H8 was rejected. It does not align with the previous study, which states that supportive supervision is directly related to change orientation [47]. The results of this study indicated that narcotics addict rehabilitation officers at the Narcotics Prison without support from supportive supervision would remain focused on change orientation because narcotics addict rehabilitation officers at the Narcotics Penitentiary know that change orientation is very important in encouraging organizational change for a sustainable organization.

The ninth hypothesis is acceptable. The nature of the mediator is partially mediation, meaning that increasing proactive work behavior can only be done by increasing proactive personality. However, if it is also supported by strengthening the role breadth of self-efficacy, then proactive work behavior can increase even more. Employee development in the workplace fully mediates the relationship between proactive personality and creative behavior [48]. The results showed that role breadth self-efficacy is useful for rehabilitation officers for narcotics addicts at the Narcotics Penitentiary because they know that their belief in themselves is a state that can change with the organizational environment and employee experience, so they simultaneously need to be carried out together with a proactive personality to form proactive work behavior.

Likewise, the ninth hypothesis is acceptable (H10 accepted). In order to improve proactive work behavior, supportive supervision must be raised, but if role breadth self-efficacy is also strengthened, proactive work behavior may increase even further. According to a previous study, perceived organizational support and supportive supervision significantly moderate the relationship between teamwork behavior and affective commitment. It suggests that employees with more communication, cooperation, and collaboration (teamwork behavior) report higher affective commitment [48]. The results indicated that narcotics addict rehabilitation officers at the Narcotics Penitentiary with role breadth self-efficacy would be able to perform a certain set of tasks and feel motivated to do them, which, if conducted with narcotics addict rehabilitation officers at the Narcotics Penitentiary who received supportive supervision, would be more effective in promoting proactive work behavior.

The eleventh hypothesis is acceptable (H11 accepted). The nature of the mediator is known to be partially mediation, which means that increasing proactive work behavior can only be done by increasing proactive personality. However, if it is supported by strengthening change orientation, proactive work behavior can increase even more. Change orientation is related to proactive work behavior [35]. The results showed that the rehabilitation officers for narcotics addicts at the Narcotics Penitentiary with a change orientation would take a proactive personality towards problems and be involved in changes that create a tendency to be assertive and dominant. That way, rehabilitation officers with proactive personalities will be equipped with the right change process to create proactive work behavior.

The twelfth hypothesis cannot be accepted (H12 rejected). The results showed that the change in orientation of the narcotics addict rehabilitation officers at the Narcotics Prison was unable to support their supportive supervision in creating or improving proactive work behavior. It can occur because supportive supervision cannot influence strongly, helping them focus on change orientation, which is also important for proactive work behavior.

Conclusions and implication

Limitations and recommendations for future research

This research has been carried out with maximum effort to the best of the researcher’s knowledge and abilities. However, there are several limitations that need to be considered for future research, because this study itself has weaknesses that require improvement, such as the use of a cross-sectional research design. In order to provide more reliable results, it is recommended that future research use a longitudinal study design and apply time-lag analysis. Additionally, it should be noted that this study did not accommodate the role of moderators, which could potentially influence relationships. Therefore, further research is recommended to consider the role of these moderator variables. Future research is also expected to explore external influences more deeply to investigate the impact of external factors, such as changes in policy, community attitudes, or public opinion, on the proactive work behavior of working officers. Understanding how external forces shape proactive behavior can inform organizational strategies and interventions.