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1.
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. 相似文献
2.
Elsa T. Chan;David R. Hekman;Maw Der Foo; 《人力资源管理》2024,63(3):427-442
Humble leaders are traditionally thought to create a great deal of human and social capital, yet be overshadowed by self-promoting rivals for promotions. We propose that through informal career mentoring, humble leaders can improve their organizational status and promotability. We tested our model among a multisource sample of 610 leaders across 18 industries and 21 job functions who participated in a leader development program. Leader humility was reported by the focal leaders' peers, leader mentoring behavior was reported by the focal leaders' direct reports, leader status was reported by the focal leaders' immediate bosses, and leader promotability was reported by the focal leaders' superiors. Results generally confirmed that leader humility predicted leader mentoring behavior, which in turn predicted leader status, and ultimately higher leader promotability ratings. We discuss how our findings extend and enrich the literatures on leader humility and mentoring, showing how humble leaders can ascend organizational hierarchies. 相似文献
3.
This paper presents further exploration of the quest for accurate and effective performance appraisals. Attempts to design and implement more effective performance appraisal systems have led to some improvements in the mechanics of appraisal. The process of performance appraisal, however, often fails to live up to expectations. One factor contributing to the gap between expectations and experience is the relative lack of research on organizational context and the motivations of managers as determinants of appraisal outcomes. This paper presents an integrated model in which appraisal context is defined in terms of senior management concern, clarity of purpose, accountability and instrument adequacy. The impacts of these contextual variables on appraisal outcomes are mediated through their influence on the perceived validity of the appraisal process and self‐efficacy assessments of managers who must conduct appraisals. Appraisal effectiveness is defined as a multidimensional set of outcomes, with the appropriate criteria depending upon the purpose of the appraisal. A distinction is drawn between judgment and rating behaviour and how each contributes to the perceived effectiveness of appraisals. 相似文献
4.
Subsequent to training IT professionals ( n = 35) in skills for performing effectively in a selection interview, 16 were randomly assigned to a transfer of training intervention, written self‐guidance (WSG). This methodology is based on social cognitive and self‐persuasion theories. The results showed that WSG resulted in significantly higher ratings from an interviewer than did those in the control group. Self‐efficacy for interviewing skill mediated the relationship between WSG and performance. A content analysis of the WSG letters showed that the use of self‐affirming and self‐relevant statements was positively related to performance in the selection interview. © 2012 Wiley Periodicals, Inc. 相似文献
5.
Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity. 相似文献
6.
In this study, we examined how perceived overqualification influences employees' career distress and career planning. Specifically, we drew on role identity theory to hypothesize that perceived overqualification is positively related to individuals' career identity. Based on internal self-processing dynamics of role identity, we further hypothesized that career identity predicts reduced career distress and increased career planning. We expected career identity to mediate the effects of overqualification on career distress and career planning. Based on the symbolic interactionism perspective of identity, we hypothesized that this mediation is moderated by leader humility so that overqualified employees exhibit stronger career identities in the presence of a humble leader. We found support for our hypotheses in a multi-wave time-lagged study of 220 supervisor–subordinate dyads from 50 groups. Overall, our studies highlight that perceived overqualification can have positive effects on employees and organizations under appropriate management conditions. We discuss theoretical and practical implications of these results. 相似文献
7.
在新冠肺炎等危机的影响下,企业与员工之间的信任、共识和规范可能会变得异常脆弱,如何通过领导实践减少员工反生产行为的产生一直为学术界所关注。基于社会交换理论,本文构建真实型领导影响员工反生产行为的理论模型,实证检验领导-成员交换的中介作用以及自我效能感的调节作用。以12家企业的587名员工为研究对象,实证结果发现:真实型领导对反生产行为具有显著的负向影响;领导-成员交换在真实型领导与反生产行为之间起完全中介的作用;自我效能感负向调节领导-成员交换与反生产行为之间的关系。研究结论有助于理解真实型领导对反生产行为的影响机制,对于真实型领导方式实践以及如何减少员工的反生产行为具有一定的借鉴和启示。 相似文献
8.
Songbo Liu Kaifeng Jiang Jianxun Chen Xiaoshuang Lin 《International Journal of Human Resource Management》2018,29(12):1879-1899
Driven by fierce global competition, flatter organizational structures and the growing complexity of tasks, boundary spanning behavior (BSB) in externally dependent work teams has increasingly been emphasized in both theory and practice. The current study aims to answer the questions of whether, when and how an individual’s BSB impacts his or her task performance within a team. Based on a sample of 272 employees from 57 new product development teams in China, we found that informal leader emergence mediated the relationship between an individual’s BSB and his or her performance within a team. Moreover, group-level power distance positively moderated the association between BSB and informal leader emergence. An overall mediated moderation model of the effect of the interaction between BSB and group power distance (PD) on task performance via informal leadership emergence was also confirmed. In particular, the relationship between BSB and task performance via informal leadership emergence was stronger for teams with less PD than for those with more PD. The implications of the research are discussed. 相似文献
9.
Claire L. Thompson Adrian T. H. Kuah Regina Foong Eddy S. Ng 《Human Resource Development Quarterly》2020,31(1):113-131
Successful managers must develop strong interpersonal skills alongside their ability to achieve personal and organizational goals. For educational institutions to stay relevant, courses must equip students with necessary psychological competencies in addition to technical knowledge, skills and abilities for the constantly evolving business climate. We explored whether Master of Business Administration (MBA) programs aid in the development of psychological competencies, given that MBAs are a popular management development tool. Specifically, we investigated changes in MBA candidates' emotional intelligence (EI) ability, self‐efficacy (SE), and locus of control (LoC) in a pre‐post survey design over the course of a 1‐year MBA educational program and explored the relationship of candidate's baseline psychological status to their academic success in the MBA educational program. Participants were recruited from newly enrolled students at an international university in Asia. The study participants (53 MBA students, plus 26 psychology students, and 34 nonstudents as comparison groups) completed self‐report measures of EI, SE, and LoC at the beginning and end of a 1‐year MBA period. The MBA candidates showed significant improvement in EI, SE, and LoC‐internality, as well as an increase in LoC‐powerful others during the program. LoC‐powerful others at the beginning of the program also predicted MBA students' academic performance. The findings provide evidence that psychological competencies that may positively affect work performance are key benefits of MBA education. 相似文献
10.
Russell W. Clayton Christopher H. Thomas Barjinder Singh Doan E. Winkel 《人力资源管理》2015,54(6):1013-1035
Prior research suggests that exercise has positive benefits for individuals and the organizations they work for. Using the literature related to social cognitive theory and exercise, the present study hypothesizes and tests the effects of exercise on two directions of work‐family conflict: work interference with family (WIF) and family interference with work (FIW). Using a sample of 476 working adults, we found that exercise was both positively related to self‐efficacy for managing work‐family conflict and negatively related to reported psychological strain, which in turn were related to reductions in work‐family conflict. Model fit for the data support our contention that exercise indirectly influences work‐family conflict via its direct impact on increased self‐efficacy and reduced psychological strain. © 2014 Wiley Periodicals, Inc. 相似文献
11.
文章对团队领导风格的有效性与情境因素的关系进行了分析。笔者认为有效的团队领导风格需要反映情境因素,团队领导风格的有效性与团队成员成熟度与团队任务结构等环境因素相关。 相似文献
12.
Technology continues to play an ever‐increasing role in both our work and private lives. In parallel with this expanding reliance on technology has been a shift in how people now view their jobs. Therefore, the purpose of this article is to provide a theoretical model that bridges these two areas—technology and employee attitudes (more specifically, work‐related feelings of embeddedness). Within our model, we consider aspects of common work‐related technologies and key perceptual variables related to technology, and how both areas can influence embeddedness in one's job. We conclude the article by providing examples of how specific technologies that are commonly found in today's work environment may influence job embeddedness perceptions, and we discuss the implications of the model on both theory and practice. © 2015 Wiley Periodicals, Inc. 相似文献
13.
With the growing global emphasis on welfare‐to‐work policies, an increasing number of people with disabilities (PWD) have entered the workforce. However, studies on PWD have focused primarily on company practices to accommodate PWD, with a limited understanding of factors affecting psychological integration of PWD into the workplace. This scarcity in research makes it difficult for managers to utilize the full work potential of PWD. To fill this research gap, the current study focuses on the job self‐efficacy of PWD and investigates how employee disability interacts with inclusion and team‐learning climate to affect job self‐efficacy, and in turn thriving at work. Using a sample of 485 employees in 114 teams, surveys found job self‐efficacy was a key intervening mechanism linking employee disability to thriving at work. These results suggest high workplace inclusion can buffer potential negative effects of disability at the individual level, strengthened further by a high team‐learning climate. The data supported a three‐way cross‐level interaction effect of disability, inclusion, and team‐learning climate on the thriving of employees with disabilities, through job self‐efficacy. Our results demonstrate the importance of inclusion and team‐learning climate to foster employee thriving in a diverse workforce. 相似文献
14.
领导活动的成功取决于领导者有效的领导力的发挥。领导者领导力的有效发挥得益于领导者自身素质的提高,即领导者的自我塑造。领导者领导力的塑造与提升主要包括三个层次,分别为:观念层、气质层和能力层。领导者自我三个层次的有效塑造与提升最终形成个体领导者价值观领导、魅力型领导和能力型领导的有机融合。 相似文献
15.
文章根据泰德·普林斯博士的领导者财务特质理论,研究领导者财务风格对公司业绩的影响。结果表明盈余型风格的领导者相对混乱型风格的领导者对公司业绩有显著的提高作用,赤字型领导者对公司业绩有显著的负向影响。 相似文献
16.
Mashal Ahmed Wattoo Shuming Zhao Meng Xi 《Asia Pacific Journal of Human Resources》2020,58(1):128-148
The purpose of this study is to examine the relationship between high‐performance work systems (HPWS) and the work–family interface (i.e. work–family conflict (WFC) and work–family facilitation (WFF)) in a Chinese context. We used job autonomy and self‐efficacy as an underlying mechanism for describing the relationship between HPWS and the work–family interface. Using data from 152 HR managers and 1324 employees, we found that the HPWS was positively associated with both job autonomy and self‐efficacy. We observed that self‐efficacy was an important mechanism to explain the relationship between HPWS and WFF and WFC. We also observed that job autonomy mediated the relationship between HPWS and WFF, but its presence was not significant between HPWS and WFC. One unique contribution of the study is that the authors extended the job demands–resources model to Chinese employees, confirming that self‐efficacy is an important mechanism linking HPWS with WFC and WFF. Practical implications and future research directions are discussed. 相似文献
17.
Although research on organizational ambidexterity has exploded in the past several years, the determinants of individual‐level ambidexterity have received little scholarly attention. This is surprising given that management scholars increasingly highlight the benefits of combining explorative and exploitative activities in individual employees’ work roles. Using data collected by a two‐wave survey of 638 employees nested in 173 groups across 34 organizations, our research demonstrates that both psychological factors and leadership predict employees’ ambidextrous behaviour. Our results demonstrate that general self‐efficacy positively predicts ambidextrous behaviour through learning orientation. In addition, we show that employees exhibit higher ambidexterity when their group managers demonstrate paradoxical leadership; that is, a leadership style that couples strong managerial support with high performance expectations. Paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity such that employees’ ambidextrous behaviour is highest when paradoxical leadership and employee learning orientation are simultaneously at high levels. 相似文献
18.
Sebastian C. Schuh Xin‐an Zhang Frederick P. Morgeson Peng Tian Rolf van Dick 《人力资源管理》2018,57(1):397-409
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. 相似文献
19.
Although prior literature reveals that loneliness is a pervasive problem among adults, little research has evaluated the impact of loneliness in the workplace. Given that workplace relationships underlie many important organizational phenomena, it is important to understand whether and how workplace loneliness affects employee behavior. Based on the social exchange model, we hypothesize that in comparison with their non-lonely counterparts, lonely employees will experience lower quality leader‐member and organization‐member exchanges at work such that they will tend to be worse at in-role and extra-role workplace functions. Drawing on the results of our survey of schoolteachers, we present findings to support our hypotheses. 相似文献
20.
The work reentry period following the birth of a first child is a time of uncertainty for a professional woman. During reentry, a new mother is often questioning who she is and how effective she can be as a mother and working professional. In this study, we conceptualize reentry as a period of resocialization as we explore the first‐time mother's changing self‐concept during this time. Specifically, we develop a model that explores the identity and efficacy uncertainties that women experience during resocialization. This model draws attention to the influence organizational context has on the degree of uncertainty women experience and to the adjustment tactics women engage to manage their identity and efficacy uncertainty. We discuss the implications these findings have for both socialization research and work‐life theory and practice. © 2015 Wiley Periodicals, Inc. 相似文献