Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.     

拒绝“内卷”:团队人际关系、工作需求创新对和谐型激情的作用机制

职场内卷现象受到多方关注,如何让员工持续热爱工作成为现实的命题。本文以自我决定理论及工作特征理论为依据,考察团队人际关系、员工团队心理安全感及工作需求创新对员工和谐型激情的作用机制。研究发现:高质量领导成员交换关系和团队成员交换关系能使员工产生团队心理安全感,团队心理安全感分别在领导成员交换关系及团队成员交换关系与和谐型激情之间起中介作用,工作需求创新调节了中介效应。因此,组织若欲令员工热爱工作,团队的“安全感”和工作的“新鲜感”同样重要,应着力在团队人际关系建设和工作设计方面提升员工的积极感知体验。研究结论对组织员工管理实践具有一定指导意义。     

团队中“投桃报李”的交换关系如何影响员工创新?——职场精神力与集体主义倾向的作用

创新是企业乃至国家兴旺发达的不竭动力,团队成员作为组织中员工交互最为频繁的社会交换关系,对员工创新极大产生影响。基于社会认同理论,构建一个有调节的中介模型,探究团队成员交换对员工创新行为的作用机制。运用SPSS 23.0和Amos 22.0对412份问卷进行分析,研究发现,团队成员交换以职场精神力为部分中介正向影响了员工创新行为,其中,集体主义倾向在上述关系中起到了调节作用,即员工集体主义倾向越高,团队成员交换对职场精神力的影响越大,从而对创新行为影响越大。研究结论在理论与实践上为组织创新管理和团队管理提供了重要的启示。     

Why Do I Feel Valued and Why Do I Contribute? A Relational Approach to Employee's Organization‐Based Self‐Esteem and Job Performance

Drawing on the relational perspective and self‐consistency theory, we theorize how relationships involving work‐centric, off‐work‐centric, and/or personal components can affect an employee's organization‐based self‐esteem and job performance in Chinese organizational contexts. Matched data were collected from a multi‐source sample that included 219 employee–supervisor dyads from a Chinese bank. Results based on hierarchical regression analyses reveal that a high‐quality relationship with a supervisor through work and off‐work domains (leader–member exchange and guanxi) is positively related to organization‐based self‐esteem. Organization‐based self‐esteem plays a mediating role in the relationship between guanxi and job performance. Additionally, career mentoring from a supervisor (a work‐centric relationship involving personal components) moderates the relationship between organization‐based self‐esteem and job performance.     

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

Thriving at work is a positive psychological state that captures employees' joint experience of learning and vitality. Building on the socially embedded model of thriving , we first propose the positive relationship between leader‐member exchange (LMX) and retail employees' thriving at work. We then explore store spatial crowding as a contextual constraint on this relationship. To better reveal this contextual impact, we further contend that team negative affective tone mediates the cross‐level moderating effect of store spatial crowding on the LMX–thriving linkage. Using two‐wave survey data collected from retail employees and their store managers across 89 stores of a grocery retail chain, we found empirical evidence on our multilevel‐mediated moderation model. This study highlights the importance of considering wider contextual features as boundary conditions to thriving. Our results suggest theoretical modifications to the existing thriving model and offer implications on the practical interventions that retailing organizations can take to develop a thriving workforce.     

So,What Am I Supposed to Do? A Multilevel Examination of Role Clarity

Although prior research generally holds that role clarity is affected by both individual characteristics and organizational contexts, current conceptual or empirical models do not reflect the multilevel nature of these antecedents. A more complete understanding of how role clarity emanates from different organizational levels is necessary to help prevent poor job performance and other harmful consequences of ambiguous role expectations. To address this, I begin this research by investigating the effects of internal work locus of control, general self‐efficacy, and leader–member exchange on role clarity. With respect to the cross‐level effects, I focus on the roles of a manager's control style and the organization's strategy‐making pattern. Analyses of a multi‐industry, multilevel dataset collected from 724 employees and 124 managers in 25 organizations in Finland suggest that all of the individual‐level independent variables and a deliberate strategy‐making pattern improve role clarity. However, a deliberate strategy‐making pattern negatively moderates the relationship between general self‐efficacy and role clarity. Finally, even though an outcome‐based control system causes role ambiguity among employees in most functional areas, it may be an effective driver of role clarity among employees in sales jobs.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

The interactive effect of LMX and LMX differentiation on followers’ job burnout: evidence from tourism industry in Hong Kong

Building on the conservation of resources theory, we posit that leader–member exchange (LMX) serves as a valued resource to reduce followers’ job burnout. Informed by the theoretical arguments of reference group theory and norm of equality, we further propose two sets of competing hypotheses to test whether LMX differentiation within teams enhances or dampens the effect of LMX on relieving job burnout. Using a sample of 288 travel agents in Hong Kong, we find a negative relationship between LMX and emotional exhaustion. In support of the prediction of norm of equality, the results show that the negative relationships between LMX and emotional exhaustion and between LMX and diminished sense of personal accomplishment were stronger when LMX differentiation was low. Implications for theory and managerial practice and future research directions are discussed.     

Experience of Audit Committee Members and Audit Quality

Abstract

We investigate whether the experience of audit committee members is associated with audit quality. In order to comprehensively analyse the experience of audit committee members, we include audit committee member tenure, age and multiple-directorships in our analysis. Using observations from 2001 to 2012, we undertake analysis on 13,155 firm-year observations and find that all our proxies of audit committee member experience are positively associated with audit fees. A range of additional tests, including using discretionary accruals as an alternative measure of audit quality and differences-in-differences analysis, support our main findings and our results consequently make a number of contributions to both the literature and policy making. One possible policy contribution is that regulators may wish to consider audit committee characteristics representing experience when framing recommendations to improve audit quality and thereby, financial reporting by firms.     

Co‐Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support

When does social support alleviate or exacerbate the effects of being excluded by colleagues in the workplace? This study integrates belongingness and social support theories to predict and demonstrate the differential effects of work‐related support (i.e., perceived organizational support; POS) and non‐work‐related support (i.e., family and social support; FSS) on employee reactions to co‐worker exclusion. Consistent with our predictions, we found that employees reporting high levels of co‐worker exclusion and high levels of perceived organizational support demonstrate higher levels of performance and increased levels of self‐worth than those reporting low levels of POS. Alternatively, support from family or friends intensified the negative relationship between co‐worker exclusion and self‐esteem and the positive relationship between co‐worker exclusion and job‐induced tension. Unexpectedly, FSS did not influence the supervisor‐rated task performance of excluded workers, nor did POS mitigate the relationship between co‐worker exclusion and job‐induced tension. Implications for theory, research, and practice are discussed.     

儿童发展心理学探讨

儿童孤独感与同伴关系的研究是儿童发展心理学领域的重要课题之一。孤独感是一种消极的,弥漫性的心理状态,儿童长期处于此状态会导致适应不良。国外对孤独的研究比较多,我国对孤独的研究最近十几年来发展比较快。综合国内外的研究资料发现:研究对象年龄跨度不平衡,针对老年人的研究比较多,对青少年和儿童的研究比较少。本研究便是以儿童为研究对象展开的。     

Leader–member exchange and guanxi are not the same: differential impact of dyadic relationships on fit perceptions,helping behavior,and turnover intention

Extant literature on person–environment fit has underlined the positive impact of leader–member exchange (LMX) on person–supervisor (PS) fit. We challenge this assumption and propose that LMX, which captures the working relationship between employees and their managers, is more strongly associated with person–organization (PO) fit, not PS fit. We further propose that the personal aspect of the relationship between employees and their managers, namely supervisor–subordinate guanxi, is more strongly associated with PS fit than LMX. Finally, we theorize that LMX and supervisor–subordinate guanxi will be associated with turnover intention and helping behavior targeting the supervisor, respectively, through their differential impact on PO and PS fit. Data collected from 267 leader–member dyads in 17 companies in China using a two-wave procedure supported our hypotheses. These results have implications for theories on the multi-dimensional nature of the person–environment fit as well as research differentiating LMX and supervisor–subordinate guanxi.     

Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment

While there is some evidence on the outcomes of employee–organization exchange relationships and leader–member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself.     

A model of task demands,social structure,and leader–member exchange and their relationship to job satisfaction

In the present study, we examine task demands, leader–member exchange, and social structure in their relationship to job satisfaction. Based on the reflections of Seers and Graen in their dual attachment model, in the present study we combined task demands, leader–member exchange, and social structure in a model of antecedents of job satisfaction. The resulting model was tested using structural equation modelling. While task demands and leader–member exchange are related to their respective equivalents in job satisfaction, social structure is positively related to a latent factor job satisfaction, indicating that the social structure of a job has an impact on different facets of job satisfaction. The results are discussed with respect to sample characteristics.     

福建省注册会计师非执业会员管理问题

非执业会员是执业注册会计师的储备力量,如何加强非执业会员的管理,提高服务水平,以更好地发挥会员的作用,是各级注册会计师协会的一项重要工作。我省根据非执业会员的背景情况颁布了一系列政策并初见成效。然而,随着会员规模的扩大及国际协同与交流的发展,这些政策也暴露了一些不足之处,主要体现在行业协会会员制度,后续教育及会员管理等方面。改进现行会员管理制度,才能更好管理非执业会员,实现与国际趋同的需要。     

Work‐to‐Family Spillover Effects of Workplace Ostracism: The Role of Work‐Home Segmentation Preferences

This study considers workplace ostracism as a source of stress and examines its spillover effects on the family. By integrating the work‐family interface model with boundary theory, we investigate the impact of workplace ostracism as perceived by employees on their family satisfaction by examining the mediating role of work‐to‐family conflict and the moderating role of work‐home segmentation preferences. The results from a three‐wave field survey of 233 employees in China indicate that workplace ostracism is negatively related to family satisfaction; this relationship is also mediated by work‐to‐family conflict. In addition, work‐home segmentation preferences attenuate the mediating effect of work‐to‐family conflict on the relationship between workplace ostracism and family satisfaction. The theoretical and managerial implications of these findings are discussed.     

Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well‐being‐oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well‐being‐oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in‐role) performance. Based on the two‐wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well‐being‐oriented HRM practices and social climate. Second, social climate mediated the relationship between well‐being‐oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well‐being‐oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.     

The interactive effects of leader–member exchange,gender and spouse's gender role orientation on work interference with family conflict

Based on social support and gender role theories, we examined the direct and interactive effects of leader–member exchange, gender and spouse's gender role orientation on work–family conflict. Survey data were collected from matched dyads from 185 dual-earner couples in Sri Lanka. The results show that leader–member exchange is negatively related to work interference with family. There is also support for crossover effects among couples such that individuals with spouses who have a traditional gender role orientation experience greater work interference with family conflict. Finally, there is a three-way interaction such that a spouse's gender role orientation moderates the relationship between leader–member exchange and work interference with family conflict differently for men and women.     

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Taking a self‐categorisation perspective, we predict that managerial coaching affects subordinates' workplace well‐being through perceived insider status and that Chinese traditionality moderates this indirect effect. To test these hypotheses, we designed a three‐stage research method to collect data from 276 subordinates in a large state‐owned enterprise located in Shanghai, China. Results indicated that (a) managerial coaching was positively related to subordinates' workplace well‐being; (b) perceived insider status mediated the linkage between managerial coaching and subordinates' workplace well‐being; and (c) Chinese traditionality moderated the indirect relationship between managerial coaching and subordinates' workplace well‐being via perceived insider status, such that the indirect effect was stronger for subordinates with low rather than high Chinese traditionality. This study sheds new light on the intervening process (i.e., perceived insider status) that explains how managerial coaching influences subordinates' workplace well‐being. The findings also extend the current literature by adding a substantive moderator (i.e., Chinese traditionality) to explain when and why subordinates increase their well‐being when faced with managerial coaching.     

Workplace bullying and absenteeism: The mediating roles of poor health and work engagement

Workplace bullying is a major problem that affects the well‐being and productivity of employees. Some previous studies have found that workplace bullying is associated with absenteeism, which is a major contributor to lost workplace productivity. However, a comprehensive understanding of how different workplace bullying experiences are associated with absenteeism is currently lacking. In particular no previous studies have examined potential mediators of these relationships. The present article aimed to provide new insights into the relationship between workplace bullying and absenteeism. In a 12‐month prospective study of 500 Australian employees, we identified 5 distinct subtypes of workplace bullying experiences using a person‐centred approach. These bullying subtypes were found to be associated with absenteeism via health impairment and lower work engagement. The findings can be used to inform HR strategies to prevent and manage workplace bullying.