Subjects: Psychology >> Management Psychology submitted time 2024-04-15
Abstract： As a kind of important strategic talent capital, star employees only occupy a small proportion of the organizational staff, but make an extremely high contribution to the organization. Star employees can contribute to the organizational value creation activities not only through their direct disproportionately high and prolonged performance, social capital, and visibility, but also via exerting extensive and profound influences on their colleagues, that is, star employees’ ripple effects. Based on a systematic literature review, this study draws upon the theoretical framework of social influence to specifically elaborate how star employees generate proximal ripple effects on their nonstar team members and the whole team, and then how to generate distal ripple effects on external-team colleagues in the organizational context. Further, this study also explores the boundary conditions of these ripple effects from the perspectives of human resource management practice and star employees’ interpersonal characteristic. Specifically, we proposed three research modules, including four theoretical models. Our theoretical framework will not only be helpful for scholars to gain a more comprehensive and deep understanding about how star employees exert positive or negative social influences on organizational value creation, but also provide valuable suggestions on the star employee management practices for Chinese organizations.
Subjects: Psychology >> Management Psychology submitted time 2024-03-24
Abstract： Time is the most important intangible resource in organizations. Team temporal leadership, as a key factor in improving the efficiency of organizational time utilization, has received significant research attention in recent years. However, there is still controversy surrounding the concept and connotation of team temporal leadership, and there is a particular lack of exploration regarding its mechanisms on team and individual effectiveness. Therefore, this study will undertake a series of research centered on the core concept of “time”. It will involve clarifying the concept of team temporal leadership, developing a scale in the Chinese context, and investigating the multi-level mechanisms through which team temporal leadership influences team and individual effectiveness. This research not only makes a significant contribution to the theoretical development of team temporal leadership but also holds important practical implications for time management within teams and organizations.
Subjects: Psychology >> Management Psychology submitted time 2024-01-13
Abstract： Star employees can enhance the organizational value creation not only through their direct and disproportionate contribution, but also by their extensive and profound influence on colleagues via interpersonal interaction. Current research primarily focuses on the interpersonal effect of stars on non-star employees; however, investigations into the interpersonal dynamics between star employees and their leaders remain limited. Based on social interdependence theory and dominance complementarity theory, this study built a moderated mediation model to explore the “double-edged sword” mechanisms and boundary condition of the interpersonal interaction of star employees on team leader. We designed a scenario experiment and a field study to test the model.
In the scenario experiment (Study 1), we manipulated “the subordinate’s stardom” (i.e., star or non-star) and “the subordinate’s dominance trait” (i.e., high or low), resulting in a 2 by 2 categories of the scenarios. Data was collected from the participants in an Executive Development Program hosted by a Chinese university through an online questionnaire platform (https://www.wjx.cn). The final sample size was 356. The results revealed that: (1) Through the mechanism of leader’s trust in subordinate, the subordinate’s stardom had a positive influence on his or her leader’s empowerment (tendency) and a negative impact on the leader’s ostracism (tendency); via the mechanism of perceived threat to status, the subordinate’s stardom negatively affected his or her leader’s empowerment (tendency) and positively influenced the leader’s ostracism (tendency). (2) The subordinate’s dominance trait moderated the relationship between the subordinate’s stardom and the leader’s perceived threat to status, such that the more dominant of the subordinate, the more likely the leader perceived threat to status caused by the subordinate’s stardom, thus exhibiting less empowerment (tendency) and more ostracism (tendency) toward the subordinate.
To replicate these findings and increase their external validities, we then conducted a multi-source, multi-wave field study. Employees and their direct supervisors from a Chinese new material manufacturing company were invited to participate in our survey. We collected the data at two time points (i.e., a one-month time lag) through another online questionnaire platform (https://end.huajuetech.com). The paired sample size was 291. Study 2 replicated most of the findings in Study 1, except for the non-significant indirect effect of subordinate’s stardom on leader’s empowerment behavior through perceived threat to status.
In summary, our study makes three important theoretical contributions: (1) We clarified the consequences and mechanisms of star employees’ interpersonal interaction on team leaders, thereby enriching research on the interpersonal effect of star employees. (2) By examining the boundary conditions of stars’ impact on team leaders, our study prompted scholars and managers to explore how to build a proper work context to leverage stars’ value. (3) Our study aided leadership researchers to further investigate the antecedents of positive or negative leadership behaviors (i.e., empowerment and ostracism) from the perspective of “the interpersonal relationship between a leader and the key minority subordinates”.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Most previous studies have oversimplified the relationships among constructs. Researchers usually propose and test linear relations based on the assumption that “more is better”. Recently, along with the deepening of research, the perspective of too-much-of-a-good-thing effect (TMGT effect), i.e. the inverse U relation, has aroused more attention. By reviewing 44 research in organizational behavior field in recent five years, we identify four types of research topics, including positive feelings and thoughts at work, stable individual characteristics, characteristics of work and task, and group composition. We then identify two types of explanation mechanisms, which are summarized as “additive benefit and cost” and “interactive motivation and ability/opportunity”. In addition, we put forward that the moderation effect can be based on the change of single or dual mechanisms. We then discuss several suggestions for future research: (1) Diversify research topics and expand research levels; (2) Clarify the influencing mechanism behind TMGT effect; (3) Explore the threshold points based on the contextual factors; (4) Explicate the theoretical underpinnings of TMGT effect; (5) Improve sampling process and research design.
Subjects: Psychology >> Management Psychology submitted time 2023-01-28
Abstract： With the popularization of higher education and the changing economic environment, perceived overqualification has received widespread attention from managers and researchers in recent years. However, previous studies have mainly focused on the effect of perceived overqualification on employees’ work attitudes or behaviors within orgaizations, and few studies have paid sufficient attention to whether and how overqualification produces spillover effects from work to family. To enrich our knowledge about the effects of perceived overqualification outside organizations, we examined the spillover effects of employees’ perceived overqualification on employees’ work-family relationships, as well as its crossover effect on spouses’ family-work relationships. Specifically, first, based on the cognitive appraisal theory, we investigated the double-edged sword effect of employees’ perceived overqualification on their own work-family conflict; Second, based on the work-family enrichment theory model, we tested the dual path mechanism and boundary conditions in the relationship between employees’ perceived qualifications and their work-family enrichment; Third, based on the gender role orientation theory, we examined the crossover effect of employees’ perceived overqualification on their spouses’ family-work conflict and family-work enrichment, and interactive moderating effect of employees’ gender and gender role orientation. Our findings not only help to reveal the impact of perceived overqualification on work-family relationships from different theoretical perspectives, but also provide pracitical implications for organization management.
Subjects: Psychology >> Management Psychology submitted time 2022-08-31
Abstract：
This research used meta-analysis to explore the nonlinear relationship between work hours and job performance based on 42 articles covering 64 effect sizes and 22843 subjects. Results showed that: (1) Work hours had a significant inverted u-shaped correlation with task performance and contextual performance. (2) Compared with America and European countries, work hours had a stronger and significant inverted u-shaped relationship with task performance and contextual performance in China. (3) Compared with labor-intensive and capital-intensive industries, in the knowledge-intensive industries, work hours had a stronger and significant inverted u-shaped relationship with task performance; (4) Compared to older participants, work hours had a stronger and significant inverted u-shaped relationship with task performance in the younger participants; (5) Compared to participants with a lower proportion of the males, when the data came from participants with a higher proportion of the males, work hours had a stronger and significant inverted u-shaped relationship with contextual performance. These results clarify the inverted u-shaped relationship between work hours and performance. In addition, these findings could provide a reference for standard hours stipulated by Labor Law in China (e.g. working hours should not exceed 44 hours/week) and warn that organizations should pay attention to the too-much-of-a-good-thing effect of work hours on job performance.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-04-07
Abstract：
With the rapid development of the economy and society, the critical role of the sustainability of altruism is more salient for organizations and their employees to have a better adaptation and greater prosperity. Although recent studies have found that altruistic behavior is dynamic in nature, there are severe deficiencies in theoretical frameworks and methods of these studies. They were unable to obtain a comprehensive picture of the dynamic sustainability of altruistic behavior, not to mention its antecedents and consequences. Therefore, the current study aims to explore the antecedents of sustainability of altruistic behavior and its forming mechanism. By doing so, the current research could facilitate our understanding of the nature of altruism and guide the practice of constructing sustainable mutually beneficial teams and organizations.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2020-12-06
Abstract： In many studies, victims of workplace ostracism are often portrayed as somewhat passive actors experiencing negative outcomes such as demoralization, suspicion, helplessness, and stress. However, this line of research conclusion has recently been questioned. A few studies have shown that social excluded people in specific situations may exhibit more prosocial behaviors and achieve higher task performance. Unfortunately, the mechanism through which these contradictory effects occur has not been fully explained. Furthermore, although there is evidence that social excluded employees will engage in behaviors towards enhancing their standing in the organization, existing research has not fully considered the degree to which this behavior is authentic, in which one’s actions are consistent with one’s inner values and preferences. In order to addressing these theoretical gaps, drawing upon the self-presentational perspective, we hypothesized that employees’ collectivism values strengthen the likelihood that employees will create facades of conformity when suffering from workplace ostracism. We further demonstrated that whether supervisor a collectivist determines how employees’ creating facades of conformity affect subsequent performance ratings. We test these hypotheses in an experimental study and a field sample of supervisor-employee dyads. For the experimental study, we recruited 142 full-time Chinese workers in different industries through the authors’ alumni networks as participants. They were randomly assigned to one of two experimental conditions: the ostracism condition (n = 70) versus the inclusion condition (n = 72). Participants first completed a measure of collectivism values and reported the demographics, then they were asked to read a scenario displayed on the computer, which depicted a situation in which the participant was ostracized (or included) by team members in a hypothetical organization. After reading the scenario, participants finished the manipulation check and indicated to what extent they would be likely to engage in creating facades of conformity. In terms of the field study, we collected 254 dyadic data at three time-spots from a large air company in China. At Time 1, employees assessed perceived workplace ostracism and their collectivism values as well as demographic variables. At Time 2, one months later, employees rated their self-esteem level, and the extent to which they create facades of conformity, conduct self-leadership and impression management strategies. At Time 3, two months later, supervisors provided a performance evaluation of the focal employee and their own collectivism values. We applied confirmatory factor analysis, regression analysis and bootstrap methods via SPSS 22.0 and Mplus7.4 software to analyze the data. Empirical results supported our arguments that workplace ostracism was positively related to facades of conformity. The relationship between workplace ostracism and facades of conformity was stronger when employees were high in collectivism values. When supervisors themselves also hold high collectivism values, employees’ facades of conformity are positively related to supervisors’ evaluations of job performance. Moreover, workplace ostracism has a conditional, positive indirect effect on supervisor’s evaluations of employee performance via employee facades of conformity, such that the indirect effect is positive when both employee and supervisors’ collectivism values are high. With these findings, we make several contributions to the literature and management practice. First, we offered a new explanatory mechanism for understanding the complex relationship between workplace ostracism and employee performance from a self-presentational perspective by examining the mediating role of create facades of conformity. Second, our findings about the moderating effect of employees’ collectivism values provide explanations for the differential reaction to negative workplace experiences such as workplace ostracism as well as its consequence. Third, by exploring the contingent role of leaders’ collectivism values, our study is among the earliest attempts to consider the role of bystanders in the ostracism process. Finally, we enrich the research field of conformity by examining new criteria, thus response to the call of exploring the antecedents and consequences of facades of conformity. "
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2020-11-16
Abstract： In recent years, as a novel perspective to explain employee voluntary turnover and retention, job embeddedness has received largely considerable attention from scholars and practitioners. According to content analysis, 176 papers from databases of domestic and foreign were reviewed, and then a comprehensive review about the consequences of job embeddedness was conducted based on theoretical perspectives, content analysis, and future directions. Accordingly, six theoretical explanations were summarized, including conservation of resources theory, social capital theory, planned behavior theory, work-role attachment theory, future time perspective, and contagion process model. Using content analysis, the research tendency of job embeddedness and its consequences with multi-perspective were displayed. Future research should make further efforts to propose a theoretic model on team job embeddedness, focus on the spillover effect under cross-culture comparison, highlight the double-edged sword effect, and emphasize the differentiation effects of its sub-dimensions.
Peer Review Status:Awaiting Review
Subjects: Psychology >> History of Psychology submitted time 2020-06-28
Abstract： " "
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2019-12-25
Abstract： " Team job crafting is critical for team effectiveness. Based on job design theory and team dynamic model, we develop a theoretical model about the antecedents and consequences of team job crafting, and aim to establish the nomological network of team job crafting. First, we clarify the conceptualization and measurement of team job crafting. We then propose a multilevel model that elucidates how factors such as leadership, job characteristics, team personality composition, and human resource management system influence team job crafting via team proactive motivation. Last, we explain the effect of team job crafting on team effectiveness and the underlying mechanisms
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