Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Leadership behavior and HRM practices are two hot topics in the fields of organizational behavior and HRM. Previous studies usually focus on their effects separately, while recent studies show a trend to examine their effects spontaneously. With a systematic review of the latest empirical studies, we came out four types of relationship between leadership behavior and HRM practices as causal effect, joint effect, substitute and enhancing effect. Moreover, we also discussed the variable levels, outcomes attributes and social cultures in affecting the impact of the above four kinds of relationship. Finally, it figured out future directions as to further explore the relationship between a specific leadership behavior and a specific HRM practice; to construct an integrative framework; and to identify the boundary conditions in influencing their relationship.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： The ultimatum game is commonly used to examine fairness-related economic decision making, and the trade-off between fairness preferences and self-interest is assumed to determine whether individuals reject or accept unfair offers. With respect to the dual-system theory, there are controversial understandings on whether fairness preferences result from the automatic response in System 1 or the deliberation processes in System2. Our study discussed such controversy from three aspects of this theory, including theoretical hypotheses, influential factors, and neural mechanisms. The automatic negative reciprocity hypothesis and the social heuristics hypothesis contend that fairness preferences are automatic, whereas the controlled-processing hypothesis contends that fairness preferences are products of deliberation process that suppresses self-interest motivation. System 1 identifies and evaluates fairness via anterior insula, amygdala, and ventromedial prefrontal cortex; while System 2 reassesses and adjusts System 1 to make the final decision via dorsal anterior cingulate cortex, ventrolateral PFC, dorsomedial PFC, and left dorsolateral PFC. Individual differences and experimental task characteristics may affect individuals’ automatic responses in System 1. Future research need to further improve the experimental paradigm; explore the moderators within the dual system and its neural network.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： A high level of corporate reputation is usually viewed as an intangible asset of the firm, which results in considerable competitive advantages. However, the existing research has also revealed that, possessing a high reputation can burden firms and individuals both under normal operation and crisis situations. The negative effects of a high reputation originate from its micro-foundations, which are the stakeholders’ cognitions and emotions. Under normal operation situation, a high reputation has negative influences on firms via cognitive mechanisms and on employees via emotional mechanisms; while in crisis situation, it impacts firms through cognitive mechanisms. In addition, the negative effects of a high reputation have multi-level moderators, including individual-, firm-, and market-level factors. Moreover, the correspondingly boundary conditions under the normal and crisis situations are different. Future research can focus on the multi-dimensionality of corporate reputation and delve into the unique mechanisms and the boundary conditions of different dimensions of a high reputation in terms of negative effects, while exploring the interactions between multiple dimensions. Researchers can also further study the negative influences on employees, expand upon the dynamic evolution of the negative effects of a high reputation, and consider a meta-analysis.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Based on the "both/and" cognitive thinking, ambidextrous leadership reconciles the conflicting leadership behaviors and provides novel insights into solving the paradox of innovation-efficiency in organizational development. However, extant research has most focused on the effect of ambidextrous leadership on ambidextrous performance (i.e., balance between innovation and efficiency) as well as its underlying mechanism. To address this issue, we propose the concept of ambidextrous performance and examine the effect of ambidextrous leadership on the ambidextrous performance from a multi-level perspective. We draw on the theory of human capital and build amoderated mediation model with flexibility-oriented HRM practices and accumulation of human resource flexibility as serial mediators. In doing so, the implications of ambidextrous leadership are extended, i.e., the relationship between ambidextrous leadership and ambidextrous performance is integrated with HRM practices to reveal a new mechanism through which ambidextrous leadership leads to desirable outcomes. Implications for how organizations can achieve ambidextrous performance are also provided.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： In the era of rapid development of the digital economy, leadership empowerment behavior is an important practice with which to motivate employees. However, prior studies have shown inconsistent findings regarding its effectiveness. To deeply investigate the impacts of leadership empowerment behavior on employees, we aim to systematically examine the mechanism of the “double-edged sword” impact of leadership empowerment behavior on employees based on conservation resource theory (COR). First, from the perspective of resources, empowerment is regarded as a kind of resource that leaders provide to their employees. Then we thoroughly analyze the “enabling” and “burdening” mechanisms induced by leadership empowerment behavior. The regulatory focus of employees is considered the boundary condition that influence the “double-edged sword” impact. Second, leadership empowerment behavior is thought to be dynamically changing. We explore the ways in which daily leadership empowerment behavior and the fluctuation of leadership empowerment behavior cause the “double-edged sword” effect. Third, we consider the organizational context in which leadership empowerment behavior plays a dynamically changing role. We explore how the relative dynamic situation, namely, work events, moderates the “double-edged sword” effect of leadership empowerment behavior. We aim to combine static and dynamic perspectives to systematically explore the mechanism of the “double-edged sword” impact of leadership empowerment behavior on employees, contributing to both academic research and practical implications.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
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 altruistic behaviors are very critical to modern organizations, there are several severe deficiencies in the understanding of the nature of altruistic behaviors and the investigation of its formation mechanism in the current altruism literature. First, researchers have long believed that altruism behaviors are static trait-like behaviors, and behavioral differences mainly exist at the interpersonal level. Therefore, most of the previous research in this area focused on the exploration of interpersonal differences in the static value of altruistic behaviors. This deficiency not only keeps previous research from accurately reflecting the characteristics of long-term trajectories of altruistic behavior but may also cover up the possible outliers in the short-term volatility of altruistic behavior, which may lead to the misjudgment that treating the static value of altruistic behavior as the “ideal” altruistic behavior which is stable and sustainable. Second, the existing investigation of altruistic behavior via a dynamic theoretical lens or using dynamic methods generally lacks systematic integration. A key problem is that, although scholars generally believe that altruistic behaviors have features of both long-term trends and short-term volatility, most of the existing studies were based on narrower research frameworks and independently discussed either short-term volatility or long-term trend of altruistic behavior, respectively. If the above two issues remain unsolved, it will lead to our incomplete understanding of the antecedents and forming mechanism of altruistic behavior. Therefore, based on the model of proactive motivation, this paper attempts to construct a theoretical framework of the sustainability of altruistic behaviors, examining the short-term volatility and long-term trends of altruistic behavior simultaneously, and exploring individual and leadership antecedents and forming mechanisms of the sustainability of altruistic behavior. Specifically, using a mixed-method of longitudinal survey and experience sampling method, this study firstly aims to clarify the nature of the sustainability of altruistic behaviors, to uncover the relationship between the short-term volatility and long-term trend of altruistic behavior, and by which to enrich our understanding of the sustainability of altruistic behavior. Secondly, we aim to explore how employee antecedents (belief in a justice world and perceived overqualification) and leader antecedents (ethical leadership and abusive supervision) impact the goal-setting (short-term volatility) and goal-striving (long-term trend) of altruistic behavior via “energized to” path (state gratitude, psychological entitlement, and heroism), “reason to” path (organizational concern and impression management motives), and “can do” path (reciprocal cognition and career adaptability). To sum up, based on the model of proactive motivation, this paper facilitates the literature on altruistic behavior by filling an important research gap regarding the sustainability of altruistic behavior and advancing the knowledge on antecedents and forming mechanisms of the sustainability of altruistic behavior. Moreover, the findings of the current research would also provide practical suggestions for the construction of sustainable reciprocal teams and organizations.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With remote working becoming a norm following the global pandemic, workers increasingly need to work in virtual teams supported by collaborative technologies. While the literature has highlighted the relevance of shared leadership for virtual teams, empirical research appears to focus on the positive effects of shared leadership on virtual teamwork at the team level while neglecting the negative effects of shared leadership on virtual team work at the individual level. This paper argues that shared leadership is a double-edged sword in relation to virtual team leadership in terms of both team and individual performance. Using adaptive structuration theory, we propose a study to show that shared leadership in virtual teams is positively related to team performance through the mechanisms of team intrinsic motivation and team self-efficacy. Team virtuality plays an inverted U-shaped moderating role in the relationship between shared leadership and team self-efficacy, as well as the relationship between shared leadership and team intrinsic motivation. Before reaching a certain critical point, team virtuality plays a positive moderating role, and after reaching a critical point, team virtuality plays a negative moderating role. Task complexity positively moderates the effects of shared leadership on team self-efficacy and team intrinsic motivation. On the other hand, we propose that shared leadership in virtual teams is negatively related to team performance through the mechanisms of social loafing and relationship conflict. Team virtuality plays a positive moderating role in the relationship between shared leadership and social loafing, as well as the relationship between shared leadership and relationship conflict. While task complexity negatively moderates the effects of shared leadership on team self-efficacy and team intrinsic motivation. Meanwhile, this study also shows that shared leadership is a double-edged sword in relation to virtual team leadership in terms of individual performance. On the one hand, we propose that shared leadership in virtual teams is positively related to individual performance through the mechanisms of individual intrinsic motivation and individual self-efficacy. Team virtuality plays an inverted U-shaped moderating role in the relationship between shared leadership and individual self-efficacy, as well as the relationship between shared leadership and individual intrinsic motivation. Before reaching a certain critical point, team virtuality plays a positive moderating role, and after reaching a critical point, team virtuality plays a negative moderating role. Task significance positively moderates the effects of shared leadership on individual self-efficacy and individual intrinsic motivation. On the other hand, shared leadership in virtual teams is negatively related to individual performance through the mechanisms of workload and job anxiety. Team virtuality plays a U-shaped moderating role in the relationship between shared leadership and workload, as well as the relationship between shared leadership and job anxiety. Before reaching a certain critical point, team virtuality plays a negative moderating role, and after reaching a critical point, team virtuality plays a positive moderating role. Task significance negatively moderates the effects of shared leadership on workload and job anxiety. Our proposed research not only extends our understanding of the influence mechanisms and boundary conditions of shared leadership in virtual teams, but also provides suggestions to organizations for improving leadership and performance in virtual team contexts.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： In recent years, “How to improve team innovative performance?” is a popular topic in both management practice and academia fields. Because innovation is an ambidextrous activity including both “exploration” and “exploitation”, understanding how to balance the paradoxical relationship between them is crucial to improve team innovative performance. Based on a micro-perspective of team members’ cognitive styles, “compositional approach” and “configurational approach” were adopted to explore how to reconcile this kind of paradox. Specifically, (1) the complementary effects between members’ cognitive composition and team leader behaviors will contribute to the reconciliation of team innovation paradox; (2) an appropriate “members’ cognitive styles-work role requirements” configuration incorporated with a high level of team coordination climate will be useful to reconcile team innovation paradox. Further, based on the ideology of yin-yang philosophy, the mechanism embedded in the process of reconciling team innovation paradox was also studied. To justify the relevant theoretical propositions, three sub-projects will be conducted to examine the proposed research model with both quantitative and qualitative methods. The findings will not only enrich two streams of literature regarding exploration of the antecedents of team innovation and the approaches to management paradox from a micro perspective, but also provide suggestions on the innovation management practices of companies.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Under the background of increasingly fierce market competition, employees are required to work longer hours under high-pressure management. However, there is little consistent evidence regarding the relations between work hours and job performance. To answer this question, based on the theory of limited self-control resources, we proposed a theoretical framework to explain the nonlinear relationship between work hours and job performance.In order to test theoretical hypotheses, we conducted a meta-analysis to examine the nonlinear relationship between work hours and job performance (task performance and contextual performance). A systematic review was conducted to synthesize empirical results about relationship between work hours and job performance. We collected articles relevant to work hours and job performance through CNKI, VIP, Web of Science, Wiley, ProQuest, EBSCO-Academic Search Premier and Science Direct (from inception to May 2022). Through literature retrieval and selection, in terms of the criteria for inclusion in the meta-analysis, 42 articles (64 effect sizes, 22843 subjects) were picked out as meta-analysis unit. After coding of data, meta-analysis was conducted with the metafor package in R (Version 4.2.0). The test for heterogeneity illustrated that there was significant heterogeneity, and also random effects model was an appropriate model for subsequent meta-analysis. Results of main effects showed that work hours had a significant inverted u-shaped correlation with task performance and contextual performance. Further, moderation analyses showed that the relationship between work hours and job performance were moderated by country context, industries types, age and gender. Specifically, 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. 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. Compared to older participants, work hours had a stronger and significant inverted u-shaped relationship with task performance in the younger participants. Compared to participants with a lower proportion of males, when the data came from participants with a higher proportion of males, work hours had a stronger and significant inverted u-shaped relationship with contextual performance.The research contributions are as follows. Firstly, existing studies have mainly conducted qualitative analysis to criticize the negative effect of long working hours system with regulative suggestions or used work hours as control variable to explore the linear correlation between work hours and job performance. Compared with existing studies, this study reveals and verifies the inverted U-shaped relationship between work hours and job performance (task performance and contextual performance) by meta-analysis. Secondly, previous studies have mainly explained the relationship and underlying mechanism from the perspective of physiological resources. Based on the theory of limited self-control resources, our study provides evidence that prolonged working hours, a specific aspect of work demands, which render individual psychological self-control resource loss and then make that work hours have a stronger and significant inverted u-shaped relationship with task performance and contextual performance. The findings broaden the theoretical mechanism underlie work hours and job performance. Thirdly, existing studies have rarely explored the moderating effect of the relationship between work hours and job performance, but this study explores the moderating effects of country context, industries types, age, gender and education level from macro, meso, and micro levels. Finally, this study finds that work hours have a significant inverted u-shaped correlation with task performance (the inverted U-shaped turning point was about 44.43 hours/week) and contextual performance (the inverted U-shaped turning point was about 47.88 hours), which can provid a scientific 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.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： In recent years, as a novel perspective to explain employee voluntary turnover and retention, job embeddedness has provided insights into the forces of why people stay on the job and has received considerable attention from scholars and practitioners. According to the PRISMA statement and content analysis, 176 papers from databases of domestic and foreign were reviewed. The PRISMA statement consists of four steps, identification, screening, eligibility and Inclusion in turn. 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. Totally speaking, first, compared with other theoretical perspectives, the conservation of resources theory may clarify the mechanism of individual job embeddedness more comprehensively in that it not only explains individuals’ resources utilization and allocation in dealing with job demands, but also predicts their behaviors of resource investment. Second, contagion process focuses on the interaction process between individuals and social context. Based on the turnover contagion perspective, under low job embeddedness situation, like the contagion of illness, employees' willingness to leave may induce coworkers’ intention to quit. On the contrary, guided by social information processing theory, perceived supervisor job embeddedness as pivotal signals and contagion cues would promote subordinates’ job embeddedness and their devotion of working time and energy, which in turn could form the positive “contagion of embeddedness”. Third, according to planned behavior theory, individuals’ turnover behavior depends on their intention to leave. Individuals with higher levels of job embeddedness means an good alignment with the organization. Such an individual - oraganization fit along with high turnover costs would hinder their intention to leave. Fourth, future time perspective and work - role attachment theory highlight employees’ expectation or attachment to the organization, which would attract them to stay and engage in greater amounts of behaviors beneficial to organizations. Fifth, draw upon social capital perspective, once high job embeddedness employees are to start a new venture, the social capital accumulate from prior working experience would contribute to entrepreneurial performance. However, those social capital to some extent may delay their entrepreneurial decision and progress. Future research should first make further efforts to propose a theoretic model on team job embeddedness, identify the parallel transmission path of “member - member” and the vertical transmission path of “leader - subordinate” of job embeddedness, so as to investigate the effectiveness of team job embeddedness more comprehensively. Second, focus on the spillover effect under cross - culture comparison. Strengthen the research on the spillover effects of job embeddedness to the family domain, and further explore the similarities and differences of job embeddedness spillover effects in different cultural backgrounds under cross-culture comparison. Third, highlight the double - edged sword effect of job embeddedness. Focusing on the perspective of “too much of a good thing” effect can provide a more profound and dialectical understanding of the job embeddedness theory, and also reveal the potential cost of its negative effects. Finally, it is advisable to emphasize the differentiation effects of the sub - dimensions of job embeddedness. Distinguish the advantage of each sub - dimension and find out the strongest predicting effects corresponding to different sub-dimensions. At the same time, clarify the boundary conditions of the cross effects of sub-dimensions, and analyze the underlying mechanisms of the strengthening or weakening effects of different dimensions.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
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 cross-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 study makes several important theoretical contributions to the literature. First, in terms of the effect outcomes, this study extends the outcomes of perceived overqualification from inside work to outside work by investigating the impact of employees’ perceived overqualification on their work-family conflict and work-family enrichment; Second, in terms of the effect directions, this study examines the double-edged sword effect of employees’ perceived overqualification on work-family relationships, which is helpful to bridge the contradictory views on the impact of perceived overqualification on work-family relationships in the existing literature; Third, in terms of effect targets, this study expands the effect of perceived overqualification on employees themsleves to their spouses, which reveals the crossover effects of perceived overqualification. It also clarifies the gender-related boundary conditions in the crossover effects of employees’ perceived overqualification on their spouses, enriching the contextual factors of its crossover effects. 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 >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Innovation is often sparked by pressures. Researchers have made a great effort to investigate the relationship between workplace stressors and employee innovative behaviors. Yet, extant literature has not drawn consistent conclusions. Cavanaugh, Boswell, Roehling and Boudreau (2000) introduced the challenge-hindrance stressor framework. In this framework, challenge stressors are good demands that provide opportunities to learn and achieve, while hindrance stressors are bad demands that unnecessarily thwart personal achievements. Empirical evidence has consistently found that hindrance stressors are negatively related to employee innovative behaviors. However, the findings about the relationship between challenge stressors and innovative behaviors are mixed. Our study enlarges the previous findings and incorporates job resources from the leader, into the relationship between challenge stressors and innovative behaviors. Job demand-resources model indicates that when job resources can help employees meet the job demands, employees will embrace more positive work-related outcomes. High job resources can decrease employees’ resource depletion when they face job demands, increase the motivational functions of job demands, and thus enable employees to successfully accomplish job demands. As a type of job resources, leader-member exchange can alleviate resources depletion. When leader-member exchange is high, employees are able to allocate more resources to cope with challenging demands. Due to the increase of successful coping, challenge stressors can lead to more positive woke-related outcomes, especially employee innovative behaviors. Thus when LMX is high, the relationship between challenge stressors and employee innovative behaviors is more positive than when LMX is low. Moreover, the style of leadership behaviors may influence the suitability of the resources provided by leaders to employees. Our study further argues that abusive supervision, as a type of negative style of leadership behaviors, is more likely to influence the moderating effects of LMX. When abusive supervision is high, leaders convey “mixed information” to employees with high LMX. Thus LMX cannot be used as resources to cope with job demands, or challenge stressors. In contrast, when abusive supervision is low, leaders convey “consistent information” to employees with high LMX. We collected two samples to test our hypotheses. For the first sample, the survey was administered in an energy drinks corporation located in China’s Beijing municipal. We collected the data at two time spots with a temporal interval of 2 weeks and the final sample was composed of 195 matched leader-employee dyads. For the second sample, the survey was administered in four companies. We collected the data at one time spot and the final sample was composed of 251 matched leader-employee dyads. The results consistently revealed that the interaction of LMX and abusive supervision significantly moderated the challenge stressors – employee innovative behaviors link. Especially, only when LMX is high and abusive supervision is low, the relationship between challenge stressors and innovative behaviors is significantly positive. Theoretically, our study contributes to the relationship between challenge stressors and employee innovative behaviors using job demands-resources model. Further, our study also contributes to the leadership literature that the positive role of LMX can be influenced by the leadership behaviors, especially in our study, abusive supervision. Last, our study enlarges the innovation studies that the interplay of work stressors and work resources is essential for employee innovation. Practically, our study contributes to employee innovation improvements. Finally, the limitations and future research directions were discussed.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Boundary-spanning behavior has attracted considerable interest in recent years. Studies on this type of behavior have focused on its positive outcomes from the perspective of social networks. For decades, research has consistently demonstrated that the boundary-spanning behavior produces a wide array of positive results for teams and organizations. However, scholars have found that such behavior has negative outcomes for individuals. Using the conservation of resources theory (COR), we examined the double-edged-sword effect of boundary- spanning behavior on creativity at different levels, as well as its mediating mechanism and boundary conditions.To test the proposed theoretical model, we applied multi-wave and multi-source research design. The data were collected from dyads of employees and supervisors in a company. At time 1, the boundary-spanning behavior, role stress, and role breadth self-efficacy were measured. These variables were rated by the employees. Approximately a month later, we asked the supervisors to rate the employees' creativity. These variables were assessed by mature scales. A total of 536 employees (90.32%) and 111 leaders (82.22%) responded to our survey. Confirmatory factor analyses and average variance extracted were conducted to assess the discriminant validity and convergence validity of the key variables. Multilevel structural equation modeling was used to validate the hypothesis and Monte Carlo simulation procedures using open-source software R were conducted to test mediation effects.Results showed that at the team level, boundary-spanning behavior had a significantly positive effect on team creativity (β = 0.18, p < 0.05). However, at the individual level, boundary-spanning behavior had a significantly negative effect on employees' creativity (β = -0.02, p < 0.05). At the individual level, boundary- spanning behavior had a significantly positive effect on role stress (β = 0.05, p < 0.01) and role stress had a significantly negative effect on creativity (β = -0.34, p < 0.001). The mediation effect of role stress was significant (β = -0.02, p < 0.05, Monte Carlo = 20000, 95% CI = -0.03, -0.006). This evidence would indicate that the boundary-spanning behavior had a negative effect on individual creativity via role stress. Results also showed that the product term between the boundary-spanning behavior and role-breadth self-efficacy was significant (β = -0.08, p < 0.01). The role-breadth self-efficacy moderated the relationship so that the mediating effect of role stress was stronger for employees with low role-breadth self-efficacy. The study illustrated the double-edged-sword effect of boundary-spanning behavior on creativity at different levels as well as the mediating mechanism and boundary conditions regarding the negative effect of boundary- spanning behavior on individual creativity, thereby enriching the literature on boundary-spanning behavior. Furthermore, this study identified the boundary conditions of COR, which broadens the scope of research on this theory.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Workplace ostracism is an increasingly widespread and serious social problem nowadays. Many studies have shown that being rejected in the workplace can significantly increase employees’ psychological stress, lead to health problems, and even cause deviant workplace behaviors, thereby ultimately damaging the normal operation of an organization and lowering organizational performance. However, existing research regarding the impact of workplace exclusion on individual performance has reached inconsistent conclusions; thus, this field involves hidden mechanisms that need to be further explored. To address this theoretical gap, we drew upon the self-presentational perspective and hypothesized that employees’ collectivism values strengthen the likelihood that employees will create facades of conformity when suffering from workplace ostracism. We further assumed that whether or not a supervisor is a collectivist determines how the employees’ creation of facades of conformity affect subsequent performance ratings.We tested 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 as participants through the authors’ alumni networks. The respondents 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 their demographics. Then, they were asked to read a scenario from a computer screen, one 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 of workplace ostracism and indicated the extent to which they would be likely to engage in creating facades of conformity. For the field study, we collected 254 dyadic data from a major air company in China at three time-spots. At Time 1, employees assessed perceived workplace ostracism and their collectivism values, as well as provided their demographic information. At Time 2 (one months after Time 1), employees rated their self-esteem level and the extent to which they create facades of conformity, conduct self-leadership, and implement impression management strategies. At Time 3 (one months after Time 2), 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 had high levels of collectivism values. When supervisors themselves also hold high levels of collectivism values, the employees’ facades of conformity are positively related to the supervisors’ evaluations of job performance. Moreover, workplace ostracism has a conditional, positive indirect effect on supervisor evaluations of employee performance via employee facades of conformity, such that the indirect effect is positive only when both the employees’ 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 creating facades of conformity. Second, our findings on the moderating effect of employees’ collectivism values provide explanations for the differential reaction to negative workplace experiences such as workplace ostracism. 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, thereby providing a response to the call for investigating the antecedents and consequences of facades of conformity.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： In the current age, employees are expected to work proactively in workplaces where the organizational structure is flatter and knowledge updating becomes faster than ever. There is a growing consensus on the importance of proactive behaviors from both scholars and practitioners. Proactive behavior, defined as “an anticipatory action that employees take to impact themselves and/or their environments” is thought to be self-initiated, future-oriented and change-oriented. Evidence showed that employees’ proactive behavior is beneficial for both individual performance and organizational competitiveness. Existing research regarding the impacts of proactive behavior mainly focuses on effectiveness of employees’ own proactive behaviors, such as promoting their job satisfaction or organizational commitment. However, no one is an isolated island. In a team or an organizational environment, employees’ attitudes and behaviors will inevitably be affected by their coworkers. Accordingly, this study focused on coworker proactive behavior and discussed its effectiveness in stimulating employees’ job performance. Drawing upon social learning theory, we hypothesized employee autonomous motivation will mediate the relationship between coworker proactive behavior and employee job performance. We further assumed that whether an employee possesses highly proactive personality determines the odds that employees might be motivated by their proactive coworkers. These hypotheses were tested with a field sample of supervisor-employee dyads and an experimental study. For the field study, we conducted a three-wave research design and achieved 209 valid samples from employees and their supervisors in two high-tech enterprises based in Beijing and Hebei provinces. At Time 1, employees assessed their proactive personality and their coworkers’ proactive behavior, and provided their demographic information. At Time 2 (one month after Time 1), employees were asked to report their autonomous motivation. At Time 3 (two months after Time 1), supervisors provided performance evaluation of employees who engaged in the survey. For the experimental study, we recruited 86 full-time workers from a high-tech company located in Hebei province via its internal communication channel. These respondents were separated into two groups randomly, namely coworkers with high proactive behaviors (N = 74) and coworkers with low proactive behaviors (N = 76). First, respondents were asked to finish a measure of their proactive personality and report their demographics. Then, they were given a scenario, one of which depicted a situation where coworkers were proactive (or not proactive). Finally, after reading the scenario, respondents finished a manipulation check of coworker proactive behavior and reported the degree of their autonomous motivation. We applied confirmatory factor analysis, regression analysis and mixed model via SPSS 23 and Mplus 7.4 to analyze the data. Empirical results supported our hypotheses and indicated the following: (1) Coworker proactive behavior had a significant positive effect on employee autonomous motivation; (2) Employee autonomous motivation played a mediating role in the relationship between coworker proactive behavior and employee job performance; (3) Employee proactive personality played a moderating role in the relationship between coworker proactive behavior and employee autonomous motivation, such that coworker proactive behavior was positively related employee autonomous motivation when employees’ proactive personality was high, while such relationship became negative when employees’ proactive personality was low. This study makes several theoretical and managerial implications. First, by investigating the effectiveness of coworker proactive behavior, this study offers a new insight in proactive behavior research by incorporating the influence of coworker into consideration. Second, by examining the mediating role of employee autonomous motivation, this study enhances our understanding of how coworker proactive behavior translates into employee job performance. Third, by exploring the contingent role of employee proactive personality, this study shows the boundary condition under which employees are more likely to be motivated by their proactive coworkers.
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