Subjects: Psychology >> Management Psychology submitted time 2022-11-23
Abstract：
Previous findings regarding the impact of supervisor negative feedback on employee creativity have seemingly been inconsistent. Researchers have reported positive, negative, and nonsignificant relationships between supervisor negative feedback and employee creativity. The present study aims to explore the possibility that supervisor negative feedback has short-lived impacts on employee creativity. Drawing from feedback intervention theory, we propose that proving goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through problem-solving pondering at night such that this effect is stronger for individuals with higher levels of proving goal orientation. In addition, we suggest that avoiding goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through affective rumination at night such that this effect is stronger for individuals with higher levels of avoiding goal orientation. We conducted a field study using experience sampling methodology to collect data from employees of a design institute in northern China. The questionnaire survey process included an initial one-time entry survey and daily surveys administered over a period of two weeks. One week before the start of the daily surveys, participants reported their proving goal orientation, avoiding goal orientation, and demographic information. During the two-week daily survey period, participants assessed daily supervisor negative feedback and daily creativity at 5:30 p.m. and rated 21 problem-solving pondering and affective rumination at 8:30 p.m. each evening. The final sample included 716 usable observations collected from 95 employees. To test the proposed hypotheses, we conducted two-level path-analyses using Mplus 8.0 and performed a Monte Carlo simulation procedure using R software. As hypothesized, employees with different goal orientations reacted differently to daily supervisor negative feedback. The results showed that the relationship between daily supervisor negative feedback and problem-solving pondering at night was positive when proving goal orientation was high. We also found that the relationship between daily supervisor negative feedback and affective rumination at night was positive when avoiding goal orientation was high. Furthermore, for employees with high levels of proving goal orientation, daily supervisor negative feedback promoted their creativity the next day by activating their problem-solving pondering at night. However, for employees with low levels of proving goal orientation, this indirect effect was not significant. In addition, for employees with high levels of avoiding goal orientation, daily supervisor negative feedback inhibited their creativity the next day by eliciting their affective rumination at night. However, for employees with low levels of avoiding goal orientation, this indirect effect was not significant. The current study makes several theoretical contributions. First, we adopt a dynamic perspective to capture the within-person variance in creativity resulting from daily fluctuations in supervisor negative feedback. Second, this study enrichesfeedback intervention theory by exploring the mediating roles of problem-solving pondering and affective rumination in the link of supervisor negative feedback with employee creativity. Third, the present study reconciles the conflicting findings of previous research by demonstrating the differential effects of daily supervisor negative feedback on employees with different goal orientations.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2020-10-27
Abstract： Unethical Pro-organizational Behavior (UPB) defines the unethical behaviors of the organization's employees to protect the organization's interests. UPB is difficult to be identified in the organization, but it may bring negative effects to the organization. Due to the pro-organizational and immoral nature, the research of UPB has attracted wide attention from all walks of life. Therefore, it is necessary to clarify the origin and definition of UPB. It is also necessary to learn from the interpretation path of "unethical behavior" to theoretically summarize the progress. This progress is made in the research on the cause of UPB from the explanatory mechanisms of rational decision and intuitive judgment to form a theoretical model. On such a basis, future research directions are proposed: the study of Unethical Pro-leader Behavior (UPLB) and Unethical Pro-group Behavior (UPGB); the moderating effect of corporate ownership on UPB in China; and the impact of role stress on UPB.
Peer Review Status:Awaiting Review
Hits
Hits
Downloads
Comment