Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Ethical crisis fundamentally challenges business operation. Existing literatures have mainly focused on examining ethical behavior from a micro perspective, overlooking the practice of business ethics from a meso perspective. As a result, feasible and effective ethical practice has yet been developed. Human resource management practice (HRMP), as one of the practices of business ethics from the meso perspective, is critical to manage ethical issues. Grounded on the intersection of human resource management and business ethics, we develop the research framework of ethical HRMP by addressing three important issues: (1) on the basis of social context theory, we examine the impact of ethical HRMP on organizational ethical performance and its mechanism; (2) on the basis of social cognitive theory, we examine the cross-level impact of ethical HRMP on group ethical voice and its mechanism; (3) on the basis of social cognitive theory, we examine the cross-level impact of ethical HRMP on individual ethical voice and its mechanism. The present research will not only expand the theory of human resource management, but also offer valuable implications for organizations to effectively implement ethical HRMP.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Narcissism is a personality trait characterized by an inflated self-image, a strong sense of psychological superiority and entitlement, and a low level of empathy. As narcissism has a substantial impact on employees’ work quality, happiness, satisfaction, and interpersonal relationships, employee narcissism has become an important topic of research among scholars and management practitioners, who have called for further research on the behavior of narcissistic employees in the process of interpersonal interaction. However, research on the impact of employee narcissism on prosocial behavior has reached inconsistent conclusions; thus, the mechanisms by which employee narcissism affects prosocial behavior need to be further explored. To fill this theoretical gap, we drew on the Narcissistic Admiration and Rivalry Concept (NARC), and hypothesized that employees’ narcissistic admiration has a positive impact on prosocial behavior via relational approach motivation and that narcissistic rivalry has a negative impact on prosocial behavior via relational avoidance motivation. We further expected task interdependence, as an important situational factor, to directly influence employees’ expression of different narcissistic traits and motivation and their subsequent prosocial behavior. We tested these hypotheses in a field sample of 235 employee-colleague dyads using a time-lag research design. The data were collected by administering the Narcissistic Admiration and Rivalry Scale, the Approach and Avoidance Scale, the Task Interdependence Scale, and the Prosocial Behavior Scale. At Time 1, we collected the employees’ demographic variables (gender, age, and educational background) and asked them to rate their narcissistic admiration, narcissistic rivalry, and task interdependence. At Time 2 (approximately one month after Time 1), the employees rated their relational approach motivation and relational avoidance motivation, and their colleagues were asked to rate these employees’ prosocial behavior. We applied confirmatory factor analysis, descriptive statistics and correlation analysis, path analysis, and bootstrap methods using SPSS 24.0 and Mplus 7.4 to analyze the data from the 235 employee-colleague pairs. Confirmatory factor analysis was performed to examine the discriminant validity of the key variables (i.e., narcissistic admiration, narcissistic rivalry, task interdependence, relational approach motivation, relational avoidance motivation, and prosocial behavior), and the results confirmed discriminant validity. Next, we used path and bootstrap analyses to test the hypotheses. The results were as follows: (1) narcissistic admiration had a significant positive impact on employees’ prosocial behavior; (2) narcissistic rivalry had a significant negative impact on employees’ prosocial behavior; (3) relational approach motivation mediated the relationship between narcissistic admiration and prosocial behavior, however, relational avoidance motivation didn’t mediate the relationship between narcissistic rivalry and prosocial behavior; and (4) task interdependence played a moderating role in the relationship between narcissistic admiration and relational approach motivation and further moderated the indirect effect of narcissistic admiration on employees’ prosocial behavior via relational approach motivation. This study makes several contributions to the literature on narcissism. First, it explores the double-edged effects of narcissistic admiration and narcissistic rivalry on employees’ prosocial behavior, thereby helping scholars better understand these traits. It also explains the inconsistent results of previous studies on the relationship between employee narcissism and prosocial behavior. Second, based on the concepts of narcissistic admiration and narcissistic rivalry, this study explores the mechanisms of both traits on employees’ prosocial behavior. Although the mediating role of relational avoidance motivation was not significant, this gives us another important insight that future researches can try to independently examine the influence effects, mechanisms, and boundary conditions of narcissistic admiration and narcissistic rivalry without being overly tied to the NARC framework. Third, by integrating trait activation theory, this study investigates the important role of a situational factor (i.e., task interdependence) in the relationships between narcissistic admiration, narcissistic rivalry, and employees’ prosocial behavior, which can help organizational managers better understand the roles of narcissistic admiration and narcissistic rivalry.
submitted time 2023-03-16 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
Subjects: Psychology >> Management Psychology submitted time 2023-03-03
Abstract： Gratitude, as a traditional virtue of the Chinese nation, has been widely focused on by scholars, who in recent years have begun to shift their focus from trait gratitude and state gratitude to the interpersonal interaction outcomes of gratitude expression. We drew on the dual-strategy theory of social rank and the social functions of emotion and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and a negative impact on negative followership behavior via perceived leader dominance. Furthermore, we expected that the above relationship is stronger when employees perceive that the emotional expression authenticity of their leaders is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader−employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable, namely, leader gratitude expression, with the scenario material developed by Ritzenhöfer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When the test was administered, the participants were randomly assigned to a scenario to eliminate the effect of their own differences on the experimental results. A total of 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader−employee dyadic data at two time points. At Time 1, employees needed to report leader gratitude expression and perceived authenticity as well as provide their demographic information. At Time 2, employees needed to report perceived leader prestige and dominance, while the leader needed to report the followership behavior of employees. We applied analysis of variance, confirmatory factor analysis, path analysis, and Monte Carlo method to analyze the data. The results were as follows: leader gratitude expression positively impacted the positive followership behavior of employees through perceived leader prestige and negatively impacted the negative followership behavior of employees through perceived leader dominance. Perceived authenticity also moderated the direct effects between leader gratitude expression and perceived leader prestige and dominance as well the indirect effects between leader gratitude expression on the positive and negative followership behaviors of employees through perceived leader prestige and dominance. Specifically, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior is stronger via the perceived leader prestige of employees, while the negative effect of leader gratitude expression on negative followership behavior via the perceived leader dominance of employees is weaker. This study has the following theoretical contributions. First, this study examined the effectiveness of leader gratitude expression and expanded the research on the outcomes of such expression. Second, based on the dual-strategy theory of social rank, we revealed the mediating mechanism of leader gratitude expression on the followership behavior of employees, thus responding to Locklear et al.’s (2022) call that “further research is needed to understand fully the mechanisms underlying the effects of gratitude.” Third, this study examined the boundaries of leader gratitude expression based on the social functions of emotion and found that the perceived emotional expression authenticity of leaders plays a moderating role. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research on emotional expression authenticity.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2021-11-22
Abstract： "
Peer Review Status:Awaiting Review
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