Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Uncertainties in the external environment are constant and difficult to predict in a world filled with VUCA (volatility, uncertainty, complexity, ambiguity; Bennett & Lemoine, 2014), which has caused career shocks to become an increasingly important part of current career scholarship. Akkermans et al. (2018) defined a career shock as “a disruptive and extraordinary event that is, at least to some degree, caused by factors outside the focal individual’s control and that triggers a deliberate thought process concerning one’s career” (p. 4). These authors suggested that the occurrence of a career shock can either be positively or negatively valenced (Akkermans et al., 2018); that is, positive career shocks are more likely to be associated with positive career outcomes, and negative shocks are more likely to be associated with negative outcomes. However, due to individual differences in the cognition of events or time factors, this categorization may have some shortcomings. We found that the literature includes several theoretical perspectives that have been or could be used to scaffold our understanding of the positive or negative impacts of career shocks, and a multiperspective model may provide evidence to support the reclassification of career shocks and help clarify the effects of career shocks. First, we found that the main reasons for the positive or negative effects of career shocks on employees’ behaviour can be explained in terms of different mechanisms and processes. More specifically, the transactional model of stress and coping, the job demands-resources model, and affective event theory could help elucidate how different cognitive, motivational and emotional responses to a career shock can influence the effects of such shocks on behavioural outcomes, those providing insights into the different processes by which shocks impact outcomes. Event system theory focuses on the characteristics or attributes of career shock events that make them salient and therefore likely to impact such outcomes, which could also help explain how their impacts can be extended over time as events vary in duration and timing or as event strength evolves. Second, based on the transactional model of stress and coping, the present study proposed a new classification of career shocks, namely, challenging career shocks and hindering career shocks. Third, we explored the mechanism underlying the impacts of challenging and hindering career shocks on individual behaviour based on the transactional model of stress and coping, the job demands-resources model, and affective event theory. We proposed that challenging career shocks are positively related to problem-focused coping, work engagement and positive affectivity and that hindering career shocks are positively related to emotion-focused coping, burnout and negative affectivity. Furthermore, the attributes (e.g., the strength) of events could moderate the effects of career shocks. Finally, we identify a number of avenues for future research, including developing the concept and attributes of career shock, enriching the empirical research on the new classification of career shocks, exploring additional mechanisms underlying career shocks, and examining the outcomes of career shocks. The present study contributes to the emerging career shock literature by providing a new perspective on the classification of career shocks and developing a new dedicated theoretical model to help us understand the mechanisms underlying career shocks and their effects on career processes as well as behavioural outcomes more completely. Our study also has important practical implications for helping employees make sense of and prepare for career shocks; this research can also improve the ability of career counsellors and managers to help employees better cope with career shocks by avoiding their negative impacts, which is conducive to the long-term and stable development of organizations and employees.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Errors are not rare in organizations. However, prior studies have mostly focused on error management to highlight the important role of organizations to deal with errors, while overlooking the importance of error detection. Since error detection works as the initial and key step for error management, it is important to investigate how errors are detected in organizations. It has been well acknowledged that external error monitoring and individuals’ proactive error reporting work as two main ways for error detection. External error monitoring is shown by colleagues and system error detection. Colleagues can detect errors by supervising others’ tasks, while systems can monitor errors when data fail to reach or exceed the thresholds. However, colleagues may fail to detect errors when they lack the knowledge about others’ work goals and work schedules, and system monitoring is not designed to monitor every work flow, which leads to some equally important errors go undetected. Hence, individuals’ proactive error reporting behavior become rather important. Focusing on employees’ proactive error reporting behavior, this study tries to show the factors that contributing to employees’ error reporting behavior in organizations. Errors are defined as individuals’ unintentional deviance behavior, which is potentially avoidable. After error commission, individuals tend to hide rather than report errors. Following the above, we treat errors as individuals’ workplace secrets and apply secret revealing framework to build our model. In secret revealing framework, the visibility and severity of secrets would lead to individuals’ emotional (i.e., anxiety) and cognitive stress (i.e., rumination), which then lead them to take secret revealing behavior. In this line, we propose that error characteristics as shown by error visibility and error severity to have positive relationships with employees’ anxiety and rumination. In particular, error visibility describes how easily the errors can be noticed by colleagues, while error severity shows the extent to which the errors can have impact on organizational performance. High error visibility or high error severity can lead to employees’ high anxiety and rumination, which then led to employees’ error reporting behavior. Hence, anxiety and rumination mediate the positive relationships between error characteristics and error reporting behavior. Moreover, we further propose that felt obligation to report, which refers to the evaluations about whether the self should report errors after error commission, can also impact employees’ reactions towards their errors. Specifically, when errors have high visibility or severity, employees will generate high obligation to report to ultimately enhance error reporting behavior. Furthermore, whether will employees take error reporting behavior is also influenced by the context. In secret revealing framework, individual characteristics, the relationship with the partner, and environment can exert important influence on the relationships between secret characteristics and individuals’ secret revealing behavior. In consideration of the error management literature, we come to propose that employees’ personal characteristic - conscientiousness, leadership behavior - leader tolerance, and team climate - team psychological safety moderate the relationships between error characteristics and employees’ anxiety, rumination, and felt obligation to report as well as the indirect relationships between error characteristics and error reporting behavior. In short, applying the secret revealing framework, this study builds an overall framework to show how error characteristics may impact employees’ rumination, anxiety, and felt obligation to report to influence their error reporting behavior; moreover, it shows how individual differences, leadership behavior, and team climate may impact the above relationships to exert influence on employees’ error reporting in organizations.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Most of previous research on empowering leader behavior has adopted a leader-centric approach to examine its effectiveness. With the arising of followership theory, more research has emphasized the importance of examining leadership effectiveness from the follower-centric approach. Expectation plays an import role in management. Employee empowerment expectation refers to a set of norms that employees perceived about the responsibilities and obligations the leader should shoulder in terms of empowering. Most of the existing empirical research concentrate on the effect of employee and leader empowerment fit and emphasize that employee’s leadership role expectation has a direct impact on individual behavior from the perspective of congruence. However, previous review of empowerment mainly focused on leader empowering behavior and pay little attention to employee empowerment expectation. From the perspective of the theoretical explanation of the role of employee empowerment expectation in the process of empowerment, the theories used are relatively scattered, based on which, there is a lack of systematic review of the findings and shortcomings. The concepts, measurements and related theories involved in the effect of employee empowerment expectation were systematically reviewed. To date, the measurement of employee empowerment expectation is realized by changing the subject of measurement items, referring to Ahearne’s (2005) leadership empowerment behavior scale. Previous empirical studies have mainly explored the effect of employee empowerment expectation from the perspective of employee and leader congruence, while there is no empirical study has focused on the separate influence or formation mechanism of it. There are two type research on the congruence of employee and leader empowerment expectation: (1) The congruence of expectation and experience, which is the congruence of employee’s empowerment expectation and leader’s empowering behavior. And the measurement of leader empowering behavior is divided into employee-rated and leader self-rated. (2) evaluators congruence, such as employee self-rated and leader-rated employee empowerment expectation. In addition, from the role set theory, leader categorization theory and met expectation theory, this paper summarized the effect and research conclusions of employee empowerment expectation. Further research can expand current research based on the congruence perspective with the help of more accurate measurement of employee empowerment expectation, or break through the existing research paradigm and recognize employee empowerment expectation as a more important separate variable based on the following theory or implicit leadership theory, as well as systematically explore its antecedents and outcomes: (1) Based on the implicit leadership theory, future research can enrich the measurement of employee empowerment expectation. (2) Drawing on the person-environment fit theory (especially the employee-leader fit), future research can explain the empowerment congruence of employee and leader, such as exploring the path of “employee and leader empowerment expectation congruence → leader relational identity→ employee proactive behavior” based on the relational identity theory. (3) Future research can discuss the main effect of employee empowerment expectation, exploring the path of “employee empowerment expectation → employee following behavior (e.g., proactive behavior) → leader empowering behavior” based on the following theory. (4) In view of the fact that employee empowerment expectation can be used as a moderator and a separate variable to influence employee’s attitude, behavior and leadership effectiveness, future research can analyze the antecedents of employee empowerment expectation. (5) Future research can discuss the antecedents and outcomes of employee empowerment expectation from the perspective of segmentation dimension.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
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.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Empowering leadership is generally regarded as a positive leadership style. Managers play an important role in the process of implementing empowerment in organizations. However, for purposes of maintaining authorities and other reasons, it is common that managers are unwilling to authorize autonomy and provide relevant resources to their subordinates. There has been increasing scholarly interest in exploring the antecedents of leader empowering behaviors. However, extant studies remain sporadic and fragmented. The development of this line of research will be benefited from an integrated review. We find that: (1) most researchers agree that leader empowering behavior is not a steady leadership style, rather is the differentiated empowering behavior to different subordinates; (2) the antecedents of leader empowering behavior could be divided into three categories including context factors, leader factors and employee factors; (3) leader-member exchange theory, trust theory, social cognition theory and empowering risk perspective are the main theories to explain the formation mechanism of leader empowering behavior. We clarify the formation mechanism of empowering leader behavior. Finally, building on contextual leadership theory, charismatic, ideological and pragmatic (CIP) model of leadership, and followership theory, future implications are provided.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： The big-five personality profile is the combination of the high and low level big-five personality traits in individuals, which fully considers the interaction between personality traits and reflects the differences in quantity and quality of the big-five personality traits among different subgroups. The big-five personality profile is significant to explain the variable-centered contradictory conclusions, which meets the needs of organizational management practice and has a stronger guiding significance for practice. To date, more and more research has applied person-centered approach to examine the role of personality profile in personnel evaluation, human resource development and decision-making. However, the existing relevant reviews of the big-five personality were variables-centered, and there is a lack of systematically reviewing the core issues of the big-five personality, such as the theoretical basis for dividing individuals into different subgroups based on the big-five personality, the number of profiles composed of the big-five personality traits and the characteristic similarity of the profiles obtained from different studies, etc. Moreover, the research on the big-five personality profiles has just started in the organizational behavior and human resource management field, so it is uncertain that how many big-five personality profiles can effectively explain the predictive role of personality. The advantages of the big-five personality profiles research over the big-five personality traits research are reflected in: (1) The former considers personality as an integrated system, fully considering the interaction between the big-five personality traits. As an important supplement to the latter, it can expand the understanding of the relationship between personality traits and different outcomes. (2) The study of big-five personality profiles is convenient for variable combination, and the constructed profiles can be used as a variable, which is beneficial to explain the contradictory conclusions of past variable-centered research. (3) The research of big-five personality profiles, a typical application of person-centered approach, is more in line with the reality of sample heterogeneity. (4) The big-five personality profiles are more in line with reality of the individual's cognitive model and has a stronger guiding significance for practice. Based on the person-centered approach, a systematic review of relevant research on the big-five personality profiles in the field of organizational behavior and human resource management. We found: (1) The number of big-five personality profiles is affected by measurement tools, research situation, sample characteristics, research methods and so on. Based on the ego control - ego resiliency model, four profiles can be identified, which include commonly known Resilient profile, Ordinary profile and Rigid profile. (2) The big-five personality profiles act more as independent variables to explore whether there are differences in key outcomes and as moderators regarded as important resources for individuals to cope with identity transformation and work pressures. Four directions for future research were proposed: (1) Strengthen the theoretical foundation and explore the role of other theories in explaining the big-five personality profiles. (2) Strengthen repetitive research and identify the general big-five personality profiles, which is conducive to the comparison of subsequent research conclusions and also to provide guidance for practical managers. (3) Identify the antecedents of the big-five personality profiles to better understand why different research conclusions differ. (4) Include more personality traits to describe the personality profiles more thoroughly. Finally, in the field of organizational management and human resources management, future research can learn from the personality profiles in psychology to probe into the employee category with multiple personality traits to realize employee category management more comprehensively and accurately.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Faced with the critical environmental pollution, organizations are expected to plan and implement the environmental management practice. Employees, as the implementers of environmental management practice, have been considered to play a crucial role in organizational green management. Hence, how to facilitate employees’ green behavior is of particular importance for contemporary organizations. Employee green behavior is defined as a kind of behavior in the workplace that contributes to environmental sustainability. Given that employee green behavior is relevant to the sustainable development of the organization, this topic increasingly attracts attention and interest from scholars and practitioners alike. In particular, they focused on how to facilitate employee green behavior. Previous research revealed that green (environmentally specific) transformational leadership and green human resource management practices (HRM) played a crucial role in shaping employee green behavior. However, previous studies took an “either…or…” approach to investigate the effects of green transformational leadership and green HRM (separately), while ignoring their joint effects. Recent studies indicated a trend to examine the joint effects of leadership and HRM. Accordingly, this study explored the joint effect of green transformational leadership and green HRM on employee green behavior in the Chinese context. In particular, we proposed two alternative hypotheses. Based on cue consistency theory, we claimed that green transformational leadership and green HRM positively interact to shape employee green behavior. Based on leadership substitute theory, we demonstrated that green transformational leadership and green HRM negatively interact to shape employee green behavior. Moreover, we proposed that pro-environmental goal clarity mediates the interactive effect of green transformational leadership and green HRM on employee green behavior. We conducted two experiments and one survey study to test our hypotheses. In experiment 1a and 1b (2 × 2 between-subject design), the results of ANOVA showed that green transformational leadership and green HRM positively interacted to shape individual green behavior, which supported the hypotheses based on cue consistence theory. Specifically, individuals in the condition of high green transformational leadership and high green HRM were more likely to engage in green behavior. Study 2, a field study based on the survey data from 173 leader-employee dyads, not only replicated the findings of study 1a and 1b but also revealed that the interaction of green HRM and green transformational leadership was positively related to employee green behavior through the mediating role of pro-environmental goal clarity. This study contributes to the literature in several ways. First, by revealing the positive interactive effect of green transformational leadership and green HRM on employee green behavior, our findings guide us toward a better understanding of how to facilitate employee green behavior from a comprehensive and balanced perspective. Second, by revealing the mediating role of environmental goal clarity, this study contributes to a detailed understanding of how green HRM and green transformational leadership jointly influence employee green behavior. Finally, our results provide some implications for practitioners with how to promote employee green behavior, such as adopting green HRM and developing leaders’ green transformational leadership simultaneously.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
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 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 enriches feedback 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.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： In Chinese organizations, it is not uncommon that employees deviate from established rules in order to help others or to enhance work efficiency. Accordingly, such pro-social rule breaking (PSRB) has attracted strong and increasing research attention. However, while scholars have studied the antecedents and outcomes of PSRB at the individual level, no relevant research has explored the notion of team PSRB climate and its effects on team outcomes. By building on harmony management theory, our study proposes and tests a mediated moderation model that explored when and why team PSRB climate influences team performance.To test our hypotheses, we conducted a three-wave field study from three major construction companies in China. All the data were collected on-site through paper and pencil surveys. At each time point, three researchers visited the companies and distributed the questionnaires to the team leaders and their subordinates. The participants completed the surveys and placed them in sealed envelopes, which were then collected by the research team. All participants received a small gift in exchange for their participation. We received complete responses from 74 team leaders and their 334 subordinates.The results provided support for our theoretical model and showed that (1) the interaction between team PSRB climate and task interdependence significantly predicted team harmony, such that the negative relationship between team PSRB climate and team harmony was stronger when task interdependence was high rather than low; (2) team harmony was significantly positively related to team performance; (3) team harmony mediated the interactive effect of team PSRB climate and task interdependence on team performance, such that the indirect effect was negative when task interdependence was high.In summary, our study makes three key contributions. First, we extend the literature by conceptualizing PSRB at the team level and by describing the theoretical foundations for the emergence of team PSRB climate. Specifically, we argue that a team’s PSRB climate develops through processes of social interaction as team members observe, communicate, and share their PSRB experiences. Second, we provide novel insights into the mechanisms through which team PSRB climate influences team performance. Our results suggest that team harmony plays an important role for the effects of team PSRB climate. Third, we identify an important boundary condition for the effects of team PSRB climate. Specifically, our results indicate that it is crucial to consider the moderating effect of task interdependence to yield a more complete and accurate understanding of whether and when teams will experience more or less disharmony as a result of their PSRB climate.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： The impact of a leader’s hierarchical position on employees’ voice behaviors is both practically and theoretically important. Prior research found that hierarchical differences hinder upward communication and information sharing. Indeed, the hierarchical position is constructed on different bases. For example, power (i.e., the control over valuable resources) and status (i.e., the respect and esteem that a leader holds in the eyes of others) are two different bases of hierarchy, and they are found to have distinct effects on an individual’s behaviors and perceptions. Therefore, employees’ voice decisions may vary when the leader has high power or high status. However, prior research has not distinguished those different hierarchical bases (i.e., power and status) when investigating the effect of a leader’s hierarchical rank on employees’ voice behaviors. Moreover, the interactive relationship between power and status has not been explored in the voice context, although researchers have identified that the power effect often depends on status. We suggest that leader power and status have distinct effects on employees’ voice behavior and psychological safety. We also expect the effect of leader power on employee’s voice behavior to be moderated by leader status and that the moderating effect may be transferred indirectly through employees’ psychological safety. By taking a multimethod approach, we tested our hypotheses in two experiments (Studies 1 and 2) and a field survey (Study 3). In Study 1, we conducted a 2 (leader power: high vs. low) × 2 (leader status: high vs. low) between-subjects design and recruited 163 full-time employees from Prolific. By using a scenario-based experiment, we aimed to test the main effects of leader power and status on employees’ voice behaviors, as well as the moderating effect of leader status. In Study 2, we conducted a 2 (leader power: high vs. low) × 2 (leader status: high vs. low) between-subjects design and recruited 189 full-time employees from Prolific. In this study, we asked participants to identify a target leader who had either high or low power and either high or low status. After that, they indicated how many suggestions or concerns they would bring up to this leader in a real meeting and reported the perceived psychological safety in that situation. In Study 3, we collected data from a large company in South China. The final sample consists of 346 employees matched with their 111 immediate supervisors. Employees evaluated their supervisor’s power and status at T1 and reported their psychological safety at T2; supervisors reported employee voice behaviors at T2. In Study 1, we found a negative effect of leader power on employees’ voice behaviors. In addition, we found that the effect of leader power on employees’ voice behavior was contingent on leader status. That is, when a leader has high status, the negative effect of leader power on employee voice behavior was not significant; when a leader has low status, the negative effect was stronger. Study 2 supported the main effect of leader power and status on employees’ voice behaviors, as well as the moderating effect of leader status. In addition, Study 2 provided evidence of the mediating role of psychological safety that links the interaction of leader power and status with employees’ voice behaviors. Finally, Study 3 replicated the main effect of leader power and status on employees' voice behavior, the moderating effect of status on the link between leader power and employees’ voice behavior, and the mediating effect of psychological safety. The results from two experiments and one field study ensured high internal and external validity. Our study contributes to the literature in several aspects. First, we distinguished the effect of leader power and status on employees’ voice behaviors and psychological safety. We also found that the effect of leader power on employees’ voice behavior depends on leader status. This finding provided more nuanced evidence regarding how hierarchical differentiation influences upward voice. Second, although researchers have identified leader power as an influential predictor of employees’ voice behavior, the findings are mixed. We demonstrated that the impact of leader power is contingent on leader status. This finding helps reconcile the debate on leader power. Third, researchers have focused more attention on how leaders influence employees through hard power than on the influence of soft status. Our results show that dominance (i.e., power) and prestige (i.e., status) are both important sources of influence in organizations.
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