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： 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 >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Sleep, as an important physiological process for human to recover and store physical strength and energy, has attracted extensive attention in the field of organizational behavior in recent years and become a popular research topic. Sleep quality is a complex concept that includes both quantitative components related to sleep and individual subjective evaluations of sleep. To date, researchers have found that individual characteristics (age, family and affective traits) and job characteristics (job demands, control and support) can effectively predict sleep quality, which in turn affects work safety, physical and mental health, attitude, job performance and ethical behavior. Ego depletion theory is the core theoretical mechanism to explain how sleep affects work attitude and behavior. Future studies could focus on the following aspects: from the interaction perspective between human and environments to explore the influencing factors of employee’ sleep, from the perspective of recovery experience to explore the boundary conditions of how sleep affects the work, and compare the differential effects of sleep quality and quantity.
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： A person-centered approach views divergent variables as an interdependent system, and divides the sample into subgroups according to certain participant characteristics to analyze the antecedents and outcomes. This approach has earned much attention because it more closely approximates practice and easier to understand. Latent profile analysis (LPA) is one analytical tool typically used for such analysis. After comparing and contrasting person-centered and variable-centered approaches, and then LPA and similar analysis techniques, we systematically illuminate the domains of the field of organizational behavior where LPA can be applied. We then provide guidance for using LPA as a research method with regard to research theme, sample requirements, the use of theory, and the determination of profile number. Finally, we offer suggestions for the future development of LAP.
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： 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： 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： 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 >> Management Psychology submitted time 2022-11-23
Abstract：
Previous findings regarding the impact of supervisor negative feedback on employee creativity have seemingly been inconsistent. Researchers have reported positive, negative, and nonsignificant relationships between supervisor negative feedback and employee creativity. The present study aims to explore the possibility that supervisor negative feedback has short-lived impacts on employee creativity. Drawing from feedback intervention theory, we propose that proving goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through problem-solving pondering at night such that this effect is stronger for individuals with higher levels of proving goal orientation. In addition, we suggest that avoiding goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through affective rumination at night such that this effect is stronger for individuals with higher levels of avoiding goal orientation. We conducted a field study using experience sampling methodology to collect data from employees of a design institute in northern China. The questionnaire survey process included an initial one-time entry survey and daily surveys administered over a period of two weeks. One week before the start of the daily surveys, participants reported their proving goal orientation, avoiding goal orientation, and demographic information. During the two-week daily survey period, participants assessed daily supervisor negative feedback and daily creativity at 5:30 p.m. and rated 21 problem-solving pondering and affective rumination at 8:30 p.m. each evening. The final sample included 716 usable observations collected from 95 employees. To test the proposed hypotheses, we conducted two-level path-analyses using Mplus 8.0 and performed a Monte Carlo simulation procedure using R software. As hypothesized, employees with different goal orientations reacted differently to daily supervisor negative feedback. The results showed that the relationship between daily supervisor negative feedback and problem-solving pondering at night was positive when proving goal orientation was high. We also found that the relationship between daily supervisor negative feedback and affective rumination at night was positive when avoiding goal orientation was high. Furthermore, for employees with high levels of proving goal orientation, daily supervisor negative feedback promoted their creativity the next day by activating their problem-solving pondering at night. However, for employees with low levels of proving goal orientation, this indirect effect was not significant. In addition, for employees with high levels of avoiding goal orientation, daily supervisor negative feedback inhibited their creativity the next day by eliciting their affective rumination at night. However, for employees with low levels of avoiding goal orientation, this indirect effect was not significant. The current study makes several theoretical contributions. First, we adopt a dynamic perspective to capture the within-person variance in creativity resulting from daily fluctuations in supervisor negative feedback. Second, this study enrichesfeedback intervention theory by exploring the mediating roles of problem-solving pondering and affective rumination in the link of supervisor negative feedback with employee creativity. Third, the present study reconciles the conflicting findings of previous research by demonstrating the differential effects of daily supervisor negative feedback on employees with different goal orientations.
Peer Review Status:
Awaiting Review
Hits
Hits
Downloads
Comment