Subjects: Psychology >> Management Psychology submitted time 2024-06-01
Abstract： Against the background of carbon peak and carbon neutrality, enterprises are facing severe pressure related to green development. Green creativity, which refers to the development of new ideas about green products, green services, green processes, or green practices that are judged to be original, novel, and useful, is the key way to realize the low-carbon development of enterprises. However, there is still a lack of systematic understanding of the stimulating factors and mechanisms of green creativity. Individual factors (motivation, cognition, emotion, attitude, ability, and behavior) and contextual factors (leadership, vision and strategy, management practice, and comprehensive strength) constitute the antecedent variables that influence employee green creativity. On this basis, the functions of the above factors can be divided into two categories: (1) the situation → individual driving path model, where self-determination theory, social cognition theory, affective events theory, and attitude change theory are the patterns of explanation perspectives; and (2) the interaction model of individual and situation, in which competency activation model and motivated information processing theory are the patterns of explanation perspectives. Future research can start from concept definition, traditional influence, team level, dynamic attributes, persistence and the price that needs to be paid to enrich the green creativity theory system.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the use of information technology and increased work intensity, employees have less frequent face-to-face and sincere social contact with coworkers; thus, workplace loneliness has become a common problem for employees, which has attracted attention from management practitioners in organizations. Our literature review of workplace loneliness studies suggests that most previous studies have revealed the negative outcomes of workplace loneliness, thus highlighting the importance of focusing on this issue. However, based on the existing literature, we only have a vague understanding of how to prevent and cope with workplace loneliness. To guide employees to cope with workplace loneliness properly, we believe it is necessary to focus on how employees proactively cope with workplace loneliness rather than simply treating them as passive recipients of negative feelings. Understanding how employees cope with workplace loneliness will help propose constructive suggestions for managing it. In addition, to uncovering employees’ coping behaviors related to workplace loneliness, we still need to develop systematic thinking about how to prevent the occurrence of workplace loneliness by addressing the causes of workplace loneliness. Previous studies on workplace loneliness suggest that it is a type of negative emotion derived from a deficiency in high-quality workplace interpersonal relationships. Similarly, Wright and Silard (2021) believe that when employees' actual workplace interpersonal relationships fail to reach the expected level, employees will think that there are deficits in workplace interpersonal relationships and experience loneliness. Wright and Silard’s (2021) view reflects that workplace loneliness is a psychological experience caused by employees' failure to achieve expected social goals. Following this logic, this paper applies regulatory fit theory related to individuals’ self-regulation during the goal-chasing process to understand the generation and coping process of workplace loneliness. Based on the tenets of regulatory fit theory, this paper aims to answer three questions: 1) whether the effects of (in)congruence between leader and follower regulatory focus impact workplace loneliness through the mediating effect of leader-member exchange; 2) whether the effects of (in)congruence between employees and team regulatory focus impact workplace loneliness through the mediating effect of team-member exchange; and 3) how employees choose different social behaviors to cope with experienced workplace loneliness based on different team regulatory focus climate and how different social behaviors impact subsequent job performance. By applying polynomial regression and responding surface analysis methods, we hope to contribute to the studies of workplace loneliness and provide novel understanding about the causes of workplace loneliness. In addition, we hope to contribute to the studies of workplace loneliness by introducing regulatory fit theory to the research field. We believe that understanding individuals’ self-regulation during the process of chasing social goals will help enhance dynamic and systematic knowledge about how employees encounter workplace loneliness and how they cope with such feelings under different situations.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： The big-five personality profile is the combination of the high and low level big-five personality traits in individuals, which fully considers the interaction between personality traits and reflects the differences in quantity and quality of the big-five personality traits among different subgroups. The big-five personality profile is significant to explain the variable-centered contradictory conclusions, which meets the needs of organizational management practice and has a stronger guiding significance for practice. To date, more and more research has applied person-centered approach to examine the role of personality profile in personnel evaluation, human resource development and decision-making. However, the existing relevant reviews of the big-five personality were variables-centered, and there is a lack of systematically reviewing the core issues of the big-five personality, such as the theoretical basis for dividing individuals into different subgroups based on the big-five personality, the number of profiles composed of the big-five personality traits and the characteristic similarity of the profiles obtained from different studies, etc. Moreover, the research on the big-five personality profiles has just started in the organizational behavior and human resource management field, so it is uncertain that how many big-five personality profiles can effectively explain the predictive role of personality. The advantages of the big-five personality profiles research over the big-five personality traits research are reflected in: (1) The former considers personality as an integrated system, fully considering the interaction between the big-five personality traits. As an important supplement to the latter, it can expand the understanding of the relationship between personality traits and different outcomes. (2) The study of big-five personality profiles is convenient for variable combination, and the constructed profiles can be used as a variable, which is beneficial to explain the contradictory conclusions of past variable-centered research. (3) The research of big-five personality profiles, a typical application of person-centered approach, is more in line with the reality of sample heterogeneity. (4) The big-five personality profiles are more in line with reality of the individual's cognitive model and has a stronger guiding significance for practice. Based on the person-centered approach, a systematic review of relevant research on the big-five personality profiles in the field of organizational behavior and human resource management. We found: (1) The number of big-five personality profiles is affected by measurement tools, research situation, sample characteristics, research methods and so on. Based on the ego control - ego resiliency model, four profiles can be identified, which include commonly known Resilient profile, Ordinary profile and Rigid profile. (2) The big-five personality profiles act more as independent variables to explore whether there are differences in key outcomes and as moderators regarded as important resources for individuals to cope with identity transformation and work pressures. Four directions for future research were proposed: (1) Strengthen the theoretical foundation and explore the role of other theories in explaining the big-five personality profiles. (2) Strengthen repetitive research and identify the general big-five personality profiles, which is conducive to the comparison of subsequent research conclusions and also to provide guidance for practical managers. (3) Identify the antecedents of the big-five personality profiles to better understand why different research conclusions differ. (4) Include more personality traits to describe the personality profiles more thoroughly. Finally, in the field of organizational management and human resources management, future research can learn from the personality profiles in psychology to probe into the employee category with multiple personality traits to realize employee category management more comprehensively and accurately.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Faced with the critical environmental pollution, organizations are expected to plan and implement the environmental management practice. Employees, as the implementers of environmental management practice, have been considered to play a crucial role in organizational green management. Hence, how to facilitate employees’ green behavior is of particular importance for contemporary organizations. Employee green behavior is defined as a kind of behavior in the workplace that contributes to environmental sustainability. Given that employee green behavior is relevant to the sustainable development of the organization, this topic increasingly attracts attention and interest from scholars and practitioners alike. In particular, they focused on how to facilitate employee green behavior. Previous research revealed that green (environmentally specific) transformational leadership and green human resource management practices (HRM) played a crucial role in shaping employee green behavior. However, previous studies took an “either…or…” approach to investigate the effects of green transformational leadership and green HRM (separately), while ignoring their joint effects. Recent studies indicated a trend to examine the joint effects of leadership and HRM. Accordingly, this study explored the joint effect of green transformational leadership and green HRM on employee green behavior in the Chinese context. In particular, we proposed two alternative hypotheses. Based on cue consistency theory, we claimed that green transformational leadership and green HRM positively interact to shape employee green behavior. Based on leadership substitute theory, we demonstrated that green transformational leadership and green HRM negatively interact to shape employee green behavior. Moreover, we proposed that pro-environmental goal clarity mediates the interactive effect of green transformational leadership and green HRM on employee green behavior. We conducted two experiments and one survey study to test our hypotheses. In experiment 1a and 1b (2 × 2 between-subject design), the results of ANOVA showed that green transformational leadership and green HRM positively interacted to shape individual green behavior, which supported the hypotheses based on cue consistence theory. Specifically, individuals in the condition of high green transformational leadership and high green HRM were more likely to engage in green behavior. Study 2, a field study based on the survey data from 173 leader-employee dyads, not only replicated the findings of study 1a and 1b but also revealed that the interaction of green HRM and green transformational leadership was positively related to employee green behavior through the mediating role of pro-environmental goal clarity. This study contributes to the literature in several ways. First, by revealing the positive interactive effect of green transformational leadership and green HRM on employee green behavior, our findings guide us toward a better understanding of how to facilitate employee green behavior from a comprehensive and balanced perspective. Second, by revealing the mediating role of environmental goal clarity, this study contributes to a detailed understanding of how green HRM and green transformational leadership jointly influence employee green behavior. Finally, our results provide some implications for practitioners with how to promote employee green behavior, such as adopting green HRM and developing leaders’ green transformational leadership simultaneously.
Subjects: Psychology >> Management Psychology submitted time 2022-02-11
Abstract：
With the use of information technology and increased work intensity, employees have less frequent face-to-face and sincere social contact with coworkers; thus, workplace loneliness has become a common problem for employees, which has attracted attention from management practitioners in organizations. However, we only have a vague understanding of how to prevent and cope with workplace loneliness. Based on the tenets of regulatory fit theory, this paper aims to answer three questions: 1) whether the effects of (in)congruence between leader and follower regulatory focus impact workplace loneliness through the mediating effect of leader-member exchange; 2) whether the effects of (in)congruence between employees and team regulatory focus impact workplace loneliness through the mediating effect of team-member exchange; and 3) how employees choose different social behaviors to cope with experienced workplace loneliness based on different team regulatory focus climate and how different social behaviors impact subsequent job performance.
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