The role of thriving at work and overall fairness in the future work self–employee creativity relationship

2019 ◽  
Vol 41 (3) ◽  
pp. 289-302 ◽  
Author(s):  
Yang Yang ◽  
Zhongqiu Li ◽  
Yingying Su ◽  
Xue Zhang
Keyword(s):  
Employee Creativity ◽  
Chinese Enterprises ◽  
Content Type ◽  
Positive Effects ◽  
The Future ◽  
Future Work ◽  
The Relationship ◽  
Future Work Self ◽  
Thriving At Work

Purpose The purpose of this paper is to analyze why and when the future work self affects employee creativity. Design/methodology/approach Survey data were collected from 171 supervisor–employee dyads in four Chinese enterprises. Findings The results indicate that the future work self has a positive effect on employee creativity. Further, thriving at work mediates the links between the future work self and employee creativity. The authors also theorize that overall fairness moderates the positive effects of the future work self on thriving at work and employee creativity. Originality/value The study supports the self-determination perspective regarding the future work self and strengthens the application of this perspective in an effort to understand the relationship between the future work self and employee creativity.

Agentic work behaviour and thriving at work: role of decision making authority

2018 ◽  
Vol 25 (8) ◽  
pp. 3225-3237 ◽  
Author(s):  
Surendra Kumar Sia ◽  
Pravakar Duari
Keyword(s):  
Decision Making ◽  
Three Dimensions ◽  
Positive Contribution ◽  
Manufacturing Companies ◽  
Content Type ◽  
Independent Contribution ◽  
The Relationship ◽  
Task Focus ◽  
Thriving At Work

PurposeThe purpose of this paper is to examine the contribution of agentic work behaviour and decision-making authority (DMA) to thriving at work and, more importantly, the moderating role of DMA in the relationship between agentic behaviour and thriving.Design/methodology/approachThe study has been carried out upon a random sample of 330 employees below supervisory level from manufacturing companies located at Odisha (a state located at the eastern part of India). After verifying the significance of correlation among the study variables through Pearson’s product moment correlation, moderated regression analyses were carried out to examine the independent contribution of agentic work behaviour and DMA to thriving as well as the moderating contribution of DMA towards thriving.FindingsResults reveal that the three dimensions of agentic work behaviour, namely, task focus, exploration and heedful relation, have a direct positive contribution towards thriving at workplace. As far as the moderation is concerned, it is observed that the thriving level is higher for the employees having high DMA irrespective of the level of agentic work behaviour at each dimension.Research limitations/implicationsThe findings imply for designing interventions to enhance task focus, super-ordinate relationship and interest for learning. In addition, the organisations should provide autonomy to employees for decision making.Originality/valueThe study is first of its kind in the Indian context upon employee thriving. In this study, the authors have not only investigated the separate independent contribution of agentic behaviour and DMA, but also their interacting contribution to employee thriving.

The Future Work Self and Calling: The Mediational Role of Life Meaning

2016 ◽  
Vol 18 (4) ◽  
pp. 977-991 ◽  
Author(s):  
Chunyu Zhang ◽  
Andreas Hirschi ◽  
Anne Herrmann ◽  
Jia Wei ◽  
Jinfu Zhang
Keyword(s):  
Life Meaning ◽  
The Future ◽  
Mediational Role ◽  
Future Work ◽  
Future Work Self

Does work engagement mediate the perceived career support- and career adaptability- work performance relationship?

2019 ◽  
Vol 12 (2) ◽  
pp. 310-327 ◽  
Author(s):  
Manish Gupta
Keyword(s):  
Work Engagement ◽  
Work Performance ◽  
Career Adaptability ◽  
Career Support ◽  
Content Type ◽  
Mediating Role ◽  
Positive Effects ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of work engagement between the relationship of perceived career support and work performance as well as between the relationship of career adaptability and work performance. Design/methodology/approach Data were collected form 606 i-generation liquid knowledge workers. They had completed their internship program in the industry for a period of at least one month. Regression analysis was carried out to test the hypothesized framework. Findings Most of the results indicated support for the hypotheses. Work engagement was found to be mediating the perceived career support and work performance relationship fully. However, work engagement was found to be mediating the career adaptability and work performance relationship only partially. Research limitations/implications Engaging liquid workers plays a crucial role in passing the positive effects of perceived career support and career adaptability to work performance. Practical implications The findings suggest that managers may take steps to enhance engagement levels of the employees so that it can help the interns high on perceived career support and career adaptability perform well at work. Originality/value To the best of the authors’ knowledge, this study is unique that tests and finds the intervening role of work engagement between work performance and the two career-related constructs.

The influence of leader empowerment behaviour on employee creativity

2020 ◽  
Vol 58 (12) ◽  
pp. 2681-2703 ◽  
Author(s):  
Xuemei Liu ◽  
Zhiwei Zhu ◽  
Zheng Liu ◽  
Chunyan Fu
Keyword(s):  
Cognitive Flexibility ◽  
Construal Level Theory ◽  
Moderating Effect ◽  
Theory And Practice ◽  
Construal Level ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

PurposeThis study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.Design/methodology/approachA two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.FindingsFirstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.Research limitations/implicationsWe used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.Originality/valueThis paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.

scholarly journals High-performance work system and employee creativity

2017 ◽  
Vol 46 (7) ◽  
pp. 1318-1334 ◽  
Author(s):  
Guiyao Tang ◽  
Bingjie Yu ◽  
Fang Lee Cooke ◽  
Yang Chen
Keyword(s):  
High Performance ◽  
Underlying Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Work System ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

High-performance human resource management and firm performance

2015 ◽  
Vol 115 (2) ◽  
pp. 353-382 ◽  
Author(s):  
Kangyin Lu ◽  
Jinxia Zhu ◽  
Haijun Bao
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
High Performance ◽  
Human Resources Management ◽  
Chinese Enterprises ◽  
Content Type ◽  
Resources Management ◽  
Mediating Role ◽  
The Relationship

Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

Stimulating employee creativity by providing developmental feedback

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Le Cong Thuan
Keyword(s):  
Information Exchange ◽  
Current Paper ◽  
Hierarchical Regression ◽  
Employee Creativity ◽  
Content Type ◽  
Innovative Climate ◽  
Developmental Feedback ◽  
Time Lagged ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of task-efficacy and information exchange in linking the relationship between developmental feedback and employee creativity. In addition, this current paper tests the moderating role of innovative climate in reinforcing the effects of task-efficacy and information exchange on employee creativity. Design/methodology/approach This current research used a time-lagged questionnaire survey to reduce the potential problem of common method variance. The sample size of this study was 305 employees from information technology companies in southern Vietnam. This research undertook a hierarchical regression analysis to test the hypotheses. Findings The results found that task-efficacy and information exchange fully meditated the relationship between developmental feedback and employee creativity. Furthermore, innovative climate positively moderated the effects of task-efficacy and information exchange on employees’ creative performance. Originality/value This current paper is one of the first studies to examine task-efficacy as a motivational mechanism and information exchange as a cognitive mechanism for understanding the relationship between developmental feedback and employee creativity. This paper is also one of the first attempts to investigate whether innovative climate reinforces the effects of task-efficacy and information exchange on employee creativity.

Silence and proactivity in managing supervisor ostracism: implications for creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dave Bouckenooghe ◽  
Rabia Mushtaq
Keyword(s):  
Mediating Effect ◽  
Social Control Theory ◽  
Employee Creativity ◽  
Complete Understanding ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications ◽  
Theory Framework

PurposeAnchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.Design/methodology/approachThe hypotheses were tested using three-wave survey data collected from employees in North American organizations.FindingsThe authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).Practical implicationsFor practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.Originality/valueThis study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.

scholarly journals Effects of team unlearning on employee creativity

2018 ◽  
Vol 30 (7) ◽  
pp. 531-544 ◽  
Author(s):  
Makoto Matsuo
Keyword(s):  
Design Methodology ◽  
Positive Influence ◽  
Research Model ◽  
Employee Creativity ◽  
Manufacturing Firm ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity. Design/methodology/approach The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm. Findings The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection. Practical implications It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity. Originality/value The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.

Sign in / Sign up

Export Citation Format

Share Document