Workgroup Salary Dispersion and Turnover Intention in China: A Contingent Examination of Individual Differences and the Dual Deprivation Path Explanation

The present study generalizes previous pay dispersion research to the Chinese context by examining the cross‐level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self‐reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention was positive only among employees with higher rather than lower levels of Chinese traditionality and among those with lower rather than higher salary levels. Furthermore, the results of mediated moderation analyses suggest that a dual‐deprivation path model can explain the above relationships. We discuss the theoretical, cultural, and practical implications of these findings for organizations. © 2015 Wiley Periodicals, Inc.     

Workgroup Climates and Employees’ Counterproductive Work Behaviours: A Social‐Cognitive Perspective

This research examines employees' anticipation of social and self‐sanctions as a self‐regulatory mechanism linking workgroup climates and counterproductive work behaviours (CWBs) and personality as a limit to these effects. A cross‐level study with 158 employees from 26 workgroups demonstrated that in groups with a high compliance climate – a climate emphasizing the importance of complying with organizational rules – employees anticipate more social and self‐sanctions, leading those low in conscientiousness and low in agreeableness to engage less frequently in CWBs. In contrast, a high relational climate – a climate emphasizing the importance of positive social relations over self‐interest – indirectly unbridles the CWBs of these employees by alleviating the social and self‐sanctions they anticipate for CWBs. Climates did not have indirect effects for employees high in agreeableness and high in conscientiousness. These findings elucidate why workgroup climates do not affect the CWBs of all members in the same way.     

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.     

Employee involvement climate,task and citizenship performance,and instability as a moderator

This study explored the group-level effects of a climate of employee involvement. Using the immediate manager as the referent, we examined data from 153 workgroups to establish a positive relationship between climate for employee involvement and performance. Through multilevel analysis, we provide results supporting that a climate for employee involvement positively relates to group citizenship behaviors and group task performance, respectively. Furthermore, moderation analyses confirmed the deleterious effects of member turnover on the positive relationship between a climate of employee involvement and performance. Taken together, these results support the concurrent work exploring transactive memory and mental models in groups to further explicate the interactive effects of group-level perceptions and stability on performance.     

Organizational Performance Consequences of Age Diversity: Inspecting the Role of Diversity‐Friendly HR Policies and Top Managers’ Negative Age Stereotypes

This paper seeks to advance the diversity literature by investigating organizational performance consequences of age diversity. Drawing from social‐identity and social‐categorization theory, we theoretically argue that, in age‐diverse companies, age‐based subgrouping processes occur, favouring a shared perception of a negative age‐discrimination climate. This perceived negative age‐discrimination climate in turn negatively relates to organizational performance. As the main contribution, top managers’ negative age‐related stereotypes and diversity‐friendly HR policies are introduced as organizational‐level moderators that increase and attenuate, respectively, the social categorization processes affecting performance in age‐diverse companies. We utilized structural equation modelling (SEM) to test the proposed hypotheses using a multisource dataset comprising 147 companies. The results supported all hypotheses, indicating that low negative top managers’ age stereotypes as well as high diversity‐friendly HR policies are potential organizational factors that can prevent the negative relation of age diversity with organizational performance transmitted through the negative age‐discrimination climate. These results are discussed in light of their contribution to the diversity literature and social‐categorization theory as well as their implication for practitioners.     

A multilevel examination of the relationship between role overload and employee subjective health: The buffering effect of support climates

Although the belief that support alleviates the detrimental effect of job demands on employee health is intuitive, past research has produced an equivocal picture, requiring a renewed evaluation of this relationship. In the present study, we examine three sources of support (from the organization, leader, and team) that employees may draw from to reduce the negative effect of a specific job demand, that is, role overload. Unlike most prior research, we focus on these sources of support at the group level of analysis to determine the relative effectiveness of organizational support climate, leadership climate, and team climate as moderators of the role overload–subjective health relationship. Hierarchical linear modeling of data from 2,288 employees nested in 132 workgroups in a state administration of Switzerland revealed that, after controlling for individual perceptions of support, team climate weakened the negative relationship between role overload and health. We did not find support for the buffering effect of organizational support or leadership climates. The article provides a nuanced test of the support‐buffering hypothesis by simultaneously exploring individual and group‐level sources of support and by demonstrating that some sources of support matter more than others in ameliorating the negative outcomes of role overload.     

The influence of workgroup identification on turnover intention and knowledge sharing: the perspective of employees in subsidiaries

Abstract

Turnover intention and knowledge sharing of local employees in multinational enterprise (MNE) subsidiary workgroups have received relatively little attention in IHRM research, yet are central to everyday operation of the organisation. Drawing on optimal distinctiveness theory, we consider the influence of workgroup identification on two important employee attitudes and behaviours, turnover intention and knowledge sharing, by examining the influence of the supervisor on workgroup identification. Participants included 306 employees in an Australian and New Zealand subsidiary of an MNE headquartered in Europe. The results indicate that employees’ tendency to identify with their workgroup is enhanced by the distinctiveness of a supervisor from a different national or cultural group, which in turn leads to decreased turnover intention and increased knowledge sharing among workgroup members. Higher supervisor prototypicality however, that counterbalances distinctiveness through higher inclusion, weakens the mediation effect. An important practical implication of this research is that the HR function could play a valuable role in training or group development to raise supervisors’ and employees’ understanding and management of needs for both inclusion and distinctiveness.     

Do external diversity practices boost focal firm performance? The case of supplier diversity

Based on the resource-based view, we propose that external diversity practices such as supplier diversity may affect firm performance. We find that the relationship between supplier diversity and short-term performance (i.e. productivity) is moderated by context such that firms in declining industries experience positive productivity effects while firms in munificent industries witness negative effects. For longer-term profitability (i.e. Tobin's q), we do not find support for a positive relationship between supplier diversity and long-term performance. However, positive supplier diversity effects emerge in munificent environments. Overall, in support of the strategic human resource management approach, we conclude that the effect of external supplier diversity on firm performance is contingent upon environmental munificence, which documented the necessity to include supplier diversity as a relevant component of a comprehensive diversity and equality management system.     

Successful eco‐innovators: Exploring the association between open inbound knowledge strategies and the performance of eco‐innovative firms

The main purpose of this paper is to analyse the association between open inbound knowledge strategies and the performance of eco‐innovative firms in the food and beverage industry. We propose a mixed framework based on the eco‐innovation literature and the open innovation approach. We consider the characteristics in a traditional sector based upon a resource‐based perspective. Three types of firms are distinguished in terms of their sales growth in the Spanish food industry from the least to the most successful eco‐innovators. Using multinomial logistic regression models, it is shown that the diversity of collaborators (breadth of external sources of knowledge) and joint adoption of product and process eco‐innovations are positively associated with the probability of achieving high sales growth. Moreover, we find an inverted U‐shaped relationship between the breadth of the external search and firm performance, but only for the group of the most successful firms. Moreover, operational flexibility, knowledge‐based capabilities and company size are also positively related to the group of successful eco‐innovators.     

Does Domestic Intimate Partner Aggression Affect Career Outcomes? The Role of Perceived Organizational Support

Drawing upon the conservation of resources theory, we developed and tested a moderated mediation model linking domestic intimate partner aggression (IPA) to job performance and career advancement. Our model posits that the indirect relationship between IPA and career advancement via in‐role performance and organizational citizenship behaviors (OCBs) is moderated by perceived organizational support (POS). Overall, multisource and multiwave data obtained from two independent samples of employed women from the Philippines supported our predictions. Specifically, results suggest that: (1) IPA was negatively associated with supervisor‐rated in‐role performance and OCBs; (2) there was a stronger negative relationship between IPA and in‐role performance and OCBs for employees with low as opposed to those with high levels of POS; and (3) the conditional indirect effects of IPA in predicting supervisor‐rated promotability and actual promotion via in‐role performance and OCBs were stronger under conditions of low as opposed to high POS. Implications for theory and practice are discussed. © 2016 Wiley Periodicals, Inc.     

Responses to Discrimination: Relationships Between Social Support Seeking,Core Self‐Evaluations,and Withdrawal Behaviors

Drawing from the theory of conservation of resources (Hobfoll, 1989), we examined relationships between social support seeking as a response to perceived discrimination from supervisors, core self‐evaluations, and withdrawal behaviors. We further studied how the relationship between social support seeking and withdrawal behaviors was moderated by core self‐evaluations. With two different samples, we found, as expected, that social support seeking in response to discrimination from supervisors is positively related to employee withdrawal behaviors, and core self‐evaluations is negatively related to withdrawal behaviors. Across the two samples, we also found evidence that the relationship between social support seeking and withdrawal behaviors was weaker when core self‐evaluations were high compared to low. We discuss implications of our results in the context of past research. © 2014 Wiley Periodicals, Inc.     

A multilevel examination of high‐performance work systems and unit‐level organisational ambidexterity

This paper examines the process linking high‐performance work systems (HPWS) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM, human capital and social capital perspectives. Multisource and multilevel data from 2,887 employees and 536 managers of 58 banks was collected. Results revealed that firm‐level HPWS were positively related to unit‐level employee human capital. Unit‐level employee human capital partially mediated the relationship between firm‐level HPWS and unit organisational ambidexterity. Furthermore, firm‐level social climate moderated the effect of firm‐level HPWS on unit organisational ambidexterity through unit‐level employee human capital. This paper contributes to HPWS and ambidexterity research by revealing the impacts of firm‐level HPWS and mediating mechanisms, as well as identifying boundary conditions for pursuing unit‐level organisational ambidexterity.     

Age and Assessments of Disability Accommodation Request Normative Appropriateness

In the United States, the labor force continues to age. As age increases, so does the likeliness of needing disability accommodation. Prior research indicates that people with disabilities often do not request needed accommodations when they assess that others at work would perceive a request as normatively inappropriate. Little, however, is currently known about the impact of age on these assessments. In this study, we integrate prior research on age, disability, social identity, and climate to propose and then test a model of the relationship between requesters’ age and their normative assessments using survey data from 242 people who became hearing impaired prior to entering the workforce. As hypothesized, requester age was negatively associated with normative appropriateness assessment favorability. Moreover, this negative influence was stronger in for‐profit organizational contexts and in workgroup contexts in which the requester lacked a coworker with a disability. Having a coworker with a similar disability also partially mediated the moderating effect of organization type on the association between age and normative appropriateness assessment favorability. Implications for research and practice are discussed. © 2015 Wiley Periodicals, Inc.     

Mutual Gains? Health‐Related HRM,Collective Well‐Being and Organizational Performance

Research on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.     

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.     

Training and organisational performance: A meta‐analysis of temporal,institutional and organisational context moderators

Drawing on systems theory, we conducted a moderated meta‐analysis of the training and organisational performance relationship using 119 primary studies. We examined the moderating effects of quality versus quantity of training, time, institutional and organisational context factors in the relationship between training and organisational performance. Our findings reveal that training is positively and directly related to organisational performance with no statistically significant difference between measures of training quality and quantity. We found that the relationship was stronger over time and that country performance orientation and country labour cost moderate the training and organisational performance relationship. We found no evidence for the moderating effects of the three organisational context moderators we examined (i.e. industry sector, organisational size and technology intensity). Finally, our results reveal that training type (i.e. general or firm‐specific) does not moderate the training and organisational performance relationship.     

A multilevel analysis of the effects of HR diversity management on employee knowledge sharing: the case of Chinese employees

This study explored the effects of human resource diversity management on employee knowledge sharing and the mediating and moderating variables underlying this link, among Chinese employees. Multilevel analyses of the data from 716 respondents in 37 firms revealed that organizational-level HR diversity management practices explained significant variance in employee knowledge sharing. The relationship between HR diversity management and knowledge sharing was fully mediated by employee trust in the organization. Moreover, cooperative norms moderated the second stage of the mediation, which is the relationship between trust in the organization and knowledge sharing. The findings of this research provide important insights into the relationship between HR diversity management and employee work outcomes.     

Differentiation strategy,high-performance human resource practices,and firm performance: moderation by employee commitment

Drawing on the inducement–contribution perspective, we examined a moderated mediation model demonstrating how differentiation strategy affected firm performance indirectly through high-performance human resource (HPHR) practices. Data were collected from 81 service firms in an eastern province of China. Path analytic tests supported the findings that employee commitment (EC) moderated the fully mediated relationship between differentiation strategy and firm performance through HPHR practices. Specifically, a stronger EC enhanced positive associations between differentiation strategy and HPHR practices, and between HPHR practices and firm performance.     

Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate

This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees' promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee's mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.