Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Sleep deprivation, a generally neglected topic in organizational research, has brought about increasingly salient social dilemma. Nowadays plenty of employees are working without enough sleep. The state of diminished capacity induced by insufficient sleep would damage employees’ psychological state, behavior and performance, and thus influence organizational effectiveness and management practices. By reviewing the existing research, we clarify the definition, measurement, basic theoretical framework, and mechanisms of sleep deprivation within the organizational and management context. Next, we summarize the specific factors affecting employees’ sleep deprivation, and its effects on individual, leadership, and team level. Then, we conclude the prevention and mitigation strategies for organizational sleep management. Finally, we suggest that future research could explore the types of concept, antecedents, process mechanism, research methods and research levels.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： There has been an upsurge of both public and academic interest in authenticity at work. The key assumption in the burgeoning literature is that authenticity helps engender trust and decrease suspicion, thus drawing people closer to each other. In this study, however, we argued that employee authenticity can exert both positive and negative influences on coworker relationships. Using interpersonal help and interpersonal exclusion to represent positive and negative coworker interactions, respectively, we postulated that employee authenticity induces both coworkers’ helping and exclusionary behaviors toward the focal employees. Building on social penetration theory and the literature of attributional ambiguity, we proposed suspicion of ulterior motives and knowledge- based trust to be the theoretical mechanisms explaining coworkers’ behavioral responses to employee authenticity. Further, we suggested that coworkers’ behavioral responses to employee authenticity depend largely on the coworker relationship duration. Specifically, when relationships are new, employee authenticity may cause coworkers to mistrust the focal employees and be suspicious of their ulterior motives, thus decreasing coworkers’ helping behavior and increasing exclusionary behavior. Conversely, when coworkers have worked together for a long time, employee authenticity may increase coworkers’ trust in the focal employees and decrease suspicion, thus facilitating helping behavior and reducing exclusionary behavior. We conducted two independent studies to examine the hypothesized effects. First, a two-wave round-robin survey study was conducted to test the mediating role of suspicion of ulterior motives in the relationship between employee authenticity and coworkers’ behavioral responses. In the round-robin design, the team members rated each of their teammates, thus capturing the dyadic interactions between the focal employees and coworkers. We collected data from 299 members of 63 work teams in a large company. The final sample consisted of 1027 dyads. To alleviate the effects of common method bias, we used multiple data sources to measure our variables. Employee authenticity and suspicion of ulterior motives were assessed using self-reports at Time 1. Interpersonal helping behavior was measured using other-rating and exclusionary behavior with self-reports at Time 2. Coworker relationship duration was measured at both times. In Study 2, an experimental study was conducted to test the full model. Employee authenticity and the coworker relationship duration were manipulated. Specifically, the critical incident technique was used to identify the focal employees whose authenticity was high or low and whose relationship duration with the participants was long or short. The participants served as coworkers and were asked to answer questions about the focal employees. The measures used were adapted from Study 1. In support of the theoretical model, the results showed that the coworker relationship duration moderated the effect of employee authenticity on coworkers’ suspicion of ulterior motives and knowledge-based trust. Employee authenticity was related positively to suspicion and negatively to trust when the relationship duration was short, and related negatively to suspicion and positively to trust when the relationship duration was long. Further, suspicion of ulterior motives was related to interpersonal exclusionary behavior, and knowledge-based trust to interpersonal helping behavior. This research advances the existing understanding of authenticity in three aspects. First, research on coworker relationships has focused largely on social exchange and similarity attraction theories and suggested that employee authenticity facilitates positive coworker interactions. Our study departs from the main perspectives and builds on social penetration theory to propose that time is required for authenticity to exert its positive influence on coworker interaction. Second, our study contributes to social penetration theory in general. This theory was proposed and has been used mainly to explicate how self-disclosure in communication advances interpersonal relationships. This research uses the theory to understand whether and how the action of manifesting one’s inner true self (employee authenticity) affects coworker interactions. Third, this study helps reconcile the inconsistent findings regarding how coworkers react to employee authenticity by stressing the moderating role of the coworker relationship duration.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Narcissism is a personality trait characterized by an inflated self-image, a strong sense of psychological superiority and entitlement, and a low level of empathy. As narcissism has a substantial impact on employees’ work quality, happiness, satisfaction, and interpersonal relationships, employee narcissism has become an important topic of research among scholars and management practitioners, who have called for further research on the behavior of narcissistic employees in the process of interpersonal interaction. However, research on the impact of employee narcissism on prosocial behavior has reached inconsistent conclusions; thus, the mechanisms by which employee narcissism affects prosocial behavior need to be further explored. To fill this theoretical gap, we drew on the Narcissistic Admiration and Rivalry Concept (NARC), and hypothesized that employees’ narcissistic admiration has a positive impact on prosocial behavior via relational approach motivation and that narcissistic rivalry has a negative impact on prosocial behavior via relational avoidance motivation. We further expected task interdependence, as an important situational factor, to directly influence employees’ expression of different narcissistic traits and motivation and their subsequent prosocial behavior. We tested these hypotheses in a field sample of 235 employee-colleague dyads using a time-lag research design. The data were collected by administering the Narcissistic Admiration and Rivalry Scale, the Approach and Avoidance Scale, the Task Interdependence Scale, and the Prosocial Behavior Scale. At Time 1, we collected the employees’ demographic variables (gender, age, and educational background) and asked them to rate their narcissistic admiration, narcissistic rivalry, and task interdependence. At Time 2 (approximately one month after Time 1), the employees rated their relational approach motivation and relational avoidance motivation, and their colleagues were asked to rate these employees’ prosocial behavior. We applied confirmatory factor analysis, descriptive statistics and correlation analysis, path analysis, and bootstrap methods using SPSS 24.0 and Mplus 7.4 to analyze the data from the 235 employee-colleague pairs. Confirmatory factor analysis was performed to examine the discriminant validity of the key variables (i.e., narcissistic admiration, narcissistic rivalry, task interdependence, relational approach motivation, relational avoidance motivation, and prosocial behavior), and the results confirmed discriminant validity. Next, we used path and bootstrap analyses to test the hypotheses. The results were as follows: (1) narcissistic admiration had a significant positive impact on employees’ prosocial behavior; (2) narcissistic rivalry had a significant negative impact on employees’ prosocial behavior; (3) relational approach motivation mediated the relationship between narcissistic admiration and prosocial behavior, however, relational avoidance motivation didn’t mediate the relationship between narcissistic rivalry and prosocial behavior; and (4) task interdependence played a moderating role in the relationship between narcissistic admiration and relational approach motivation and further moderated the indirect effect of narcissistic admiration on employees’ prosocial behavior via relational approach motivation. This study makes several contributions to the literature on narcissism. First, it explores the double-edged effects of narcissistic admiration and narcissistic rivalry on employees’ prosocial behavior, thereby helping scholars better understand these traits. It also explains the inconsistent results of previous studies on the relationship between employee narcissism and prosocial behavior. Second, based on the concepts of narcissistic admiration and narcissistic rivalry, this study explores the mechanisms of both traits on employees’ prosocial behavior. Although the mediating role of relational avoidance motivation was not significant, this gives us another important insight that future researches can try to independently examine the influence effects, mechanisms, and boundary conditions of narcissistic admiration and narcissistic rivalry without being overly tied to the NARC framework. Third, by integrating trait activation theory, this study investigates the important role of a situational factor (i.e., task interdependence) in the relationships between narcissistic admiration, narcissistic rivalry, and employees’ prosocial behavior, which can help organizational managers better understand the roles of narcissistic admiration and narcissistic rivalry.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： In today’s competitive marketplace, organizations considerably rely on radical innovation in a team to gain and maintain competitive advantages. Although scholars have studied the mechanism by which such innovation forms from different perspectives, few studies have focused on the potential impact of innovation expectation discrepancy and the self-regulation processes of team leaders. Drawing on self-regulation theory, the current research investigated creative process engagement among leaders as a vital mechanism through which innovation expectation discrepancy affects team radical innovation. We also examined the co-moderating effect of the perceived overqualification of leaders and criteria for organizational promotion on the relationship between innovation expectation discrepancy and team radical innovation. This examination was intended to ascertain at which point such discrepancy drives the strongest radical innovation in a team.To test our hypothesized model, we carried out an experiment (Study 1) and a field survey (Study 2). In Study 1, participants were randomly allocated to one of 68 teams, which were randomly assigned to one of three conditions (performance above expectations, below expectations, no discrepancy). Innovation expectation discrepancy was manipulated via expert evaluations of the outcomes of a creative task executed by different teams. In Study 2, our sample comprised 76 R&D teams from various organizations. At point 1, team leaders filled out scales about innovation expectation discrepancy, creative process engagement, perceived overqualification, and other control variables. One month later, at point 2, team superior leaders rated the radical innovation of these teams. At the same time, team leaders and team members assessed organizational promotion criteria. The results indicated that innovation expectation discrepancy has a U-shaped impact on a team leader’s creative process engagement. Such engagement mediates the U-shaped relationship between innovation expectation discrepancy and team radical innovation. Perceived overqualification and organizational promotion criteria jointly moderate the U-shaped effect of innovation expectation discrepancy on team radical innovation via creative process engagement. Compared with the situation of high perceived overqualification and absolute promotion criteria and the situation of low perceived overqualification and relative promotion criteria, the indirect effect of innovation expectation discrepancy on team radical innovation through creative process engagement is stronger when perceived overqualification is high and the organization implements relative promotion criteria. Beyond our expectations, there is no significant difference in the impact of innovation expectation discrepancy on team radical innovation in the case of high perceived overqualification and relative promotion criteria and in the case of low perceived overqualification and absolute promotion criteria. Our study contributes to the literature in several distinct ways. First, it derived novel insights into the cultivation of radical innovation in a team by focusing on the effects of innovation expectation discrepancy from the perspective of a team leader. Second, this study enriched extant knowledge about how team leaders promote radical innovation through self-regulation. Specifically, it identified the creative process engagement of a leader as an important mechanism by which innovation expectation discrepancy affects team radical innovation. Third, this research found that when organizations implement relative promotion criteria and a team leader’s perceived overqualification is high, the impact of innovation expectation discrepancy on team radical innovation via creative process engagement can be strengthened, which helps companies determine how to achieve radical innovation in teams.
Subjects: Psychology >> Management Psychology submitted time 2021-11-22
Abstract： "
Peer Review Status:
Awaiting Review
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