Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Previous findings regarding the impact of supervisor negative feedback on employee creativity have seemingly been inconsistent. Researchers have reported positive, negative, and nonsignificant relationships between supervisor negative feedback and employee creativity. The present study aims to explore the possibility that supervisor negative feedback has short-lived impacts on employee creativity. Drawing from feedback intervention theory, we propose that proving goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through problem-solving pondering at night such that this effect is stronger for individuals with higher levels of proving goal orientation. In addition, we suggest that avoiding goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through affective rumination at night such that this effect is stronger for individuals with higher levels of avoiding goal orientation.We conducted a field study using experience sampling methodology to collect data from employees of a design institute in northern China. The questionnaire survey process included an initial one-time entry survey and daily surveys administered over a period of two weeks. One week before the start of the daily surveys, participants reported their proving goal orientation, avoiding goal orientation, and demographic information. During the two-week daily survey period, participants assessed daily supervisor negative feedback and daily creativity at 5:30 p.m. and rated problem-solving pondering and affective rumination at 8:30 p.m. each evening. The final sample included 716 usable observations collected from 95 employees. To test the proposed hypotheses, we conducted two-level path-analyses using Mplus 8.0 and performed a Monte Carlo simulation procedure using R software.As hypothesized, employees with different goal orientations reacted differently to daily supervisor negative feedback. The results showed that the relationship between daily supervisor negative feedback and problem- solving pondering at night was positive when proving goal orientation was high. We also found that the relationship between daily supervisor negative feedback and affective rumination at night was positive when avoiding goal orientation was high. Furthermore, for employees with high levels of proving goal orientation, daily supervisor negative feedback promoted their creativity the next day by activating their problem-solving pondering at night. However, for employees with low levels of proving goal orientation, this indirect effect was not significant. In addition, for employees with high levels of avoiding goal orientation, daily supervisor negative feedback inhibited their creativity the next day by eliciting their affective rumination at night. However, for employees with low levels of avoiding goal orientation, this indirect effect was not significant.The current study makes several theoretical contributions. First, we adopt a dynamic perspective to capture the within-person variance in creativity resulting from daily fluctuations in supervisor negative feedback. Second, this study enriches feedback intervention theory by exploring the mediating roles of problem-solving pondering and affective rumination in the link of supervisor negative feedback with employee creativity. Third, the present study reconciles the conflicting findings of previous research by demonstrating the differential effects of daily supervisor negative feedback on employees with different goal orientations.
Subjects: Psychology >> Management Psychology submitted time 2022-11-23
Abstract：
Previous findings regarding the impact of supervisor negative feedback on employee creativity have seemingly been inconsistent. Researchers have reported positive, negative, and nonsignificant relationships between supervisor negative feedback and employee creativity. The present study aims to explore the possibility that supervisor negative feedback has short-lived impacts on employee creativity. Drawing from feedback intervention theory, we propose that proving goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through problem-solving pondering at night such that this effect is stronger for individuals with higher levels of proving goal orientation. In addition, we suggest that avoiding goal orientation moderates the indirect effect of daily supervisor negative feedback on employee next-day creativity through affective rumination at night such that this effect is stronger for individuals with higher levels of avoiding goal orientation. We conducted a field study using experience sampling methodology to collect data from employees of a design institute in northern China. The questionnaire survey process included an initial one-time entry survey and daily surveys administered over a period of two weeks. One week before the start of the daily surveys, participants reported their proving goal orientation, avoiding goal orientation, and demographic information. During the two-week daily survey period, participants assessed daily supervisor negative feedback and daily creativity at 5:30 p.m. and rated 21 problem-solving pondering and affective rumination at 8:30 p.m. each evening. The final sample included 716 usable observations collected from 95 employees. To test the proposed hypotheses, we conducted two-level path-analyses using Mplus 8.0 and performed a Monte Carlo simulation procedure using R software. As hypothesized, employees with different goal orientations reacted differently to daily supervisor negative feedback. The results showed that the relationship between daily supervisor negative feedback and problem-solving pondering at night was positive when proving goal orientation was high. We also found that the relationship between daily supervisor negative feedback and affective rumination at night was positive when avoiding goal orientation was high. Furthermore, for employees with high levels of proving goal orientation, daily supervisor negative feedback promoted their creativity the next day by activating their problem-solving pondering at night. However, for employees with low levels of proving goal orientation, this indirect effect was not significant. In addition, for employees with high levels of avoiding goal orientation, daily supervisor negative feedback inhibited their creativity the next day by eliciting their affective rumination at night. However, for employees with low levels of avoiding goal orientation, this indirect effect was not significant. The current study makes several theoretical contributions. First, we adopt a dynamic perspective to capture the within-person variance in creativity resulting from daily fluctuations in supervisor negative feedback. Second, this study enrichesfeedback intervention theory by exploring the mediating roles of problem-solving pondering and affective rumination in the link of supervisor negative feedback with employee creativity. Third, the present study reconciles the conflicting findings of previous research by demonstrating the differential effects of daily supervisor negative feedback on employees with different goal orientations.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2020-04-02
Abstract： The innovation process can be conceptualized as encompassing two stages: idea generation and idea implementation. However, to date, more early research has been focused on the idea generation stage, and these two subfields still remain stubbornly disconnected from one another. To integrate these two disparate subfields and advance our comprehensive understanding of the innovation process, the current study relied on self-determination theory and Yale attitude change approach to examine the effect of intrinsic motivational orientation of idea generators on idea quality, and further tested the effect of idea quality, rewards of the idea generators, and their interaction on idea implementation. To test the hypotheses in the proposed model, we collected data from 251 idea generators, 7 idea evaluators and the manager of an innovative proposal project at 3 different time points in a large financial company. In the first wave, 440 ideas proposed by 440 idea generators were recorded. In the second wave, all of the idea generators were invited to complete a questionnaire, including demographic information and intrinsic motivational orientation, and the number of valid questionnaires was 251; moreover, 7 in-house experts assessed the idea generators and the quality of each idea. Approximately six months later, the manager of this project reported the implementation degree of all of the ideas. Our hypotheses were examined using SPSS 22.0. By analyzing the multi-time and multi-source data, it was found in this study that: (1) intrinsic motivational orientation of the idea generators has a significantly positive effect on idea quality; (2) idea quality further facilitates idea implementation; (3) rewards of the idea generators positively influence idea implementation; and (4) idea quality and rewards of the idea generators interact to predict idea implementation.The findings presented here contribute to innovation literature in the following ways. First, this study tracks the innovation process from idea generation to idea implementation, bridging the theoretical divide between creativity research and idea implementation research. Second, this study clarifies the positive effect of intrinsic motivational orientation on idea quality, which is a beneficial supplement to, and promotion of the existing research on the relationship between intrinsic motivation and creativity. Third, Yale attitude change theory is introduced into idea implementation research, which not only expands the application scope of this theory, but also enriches theoretical perspectives of idea implementation research.
Subjects: Psychology >> Management Psychology submitted time 2020-02-25
Abstract： The innovation process can be conceptualized as encompassing two stages: idea generation and idea implementation. However, to date, more early research has been focused on the idea generation stage, and these two subfields still remain stubbornly disconnected from one another. To integrate these two disparate subfields and advance our comprehensive understanding of the innovation process, the current study relied on self-determination theory and Yale attitude change approach to examine the effect of intrinsic motivational orientation of idea generators on idea quality, and further tested the effect of idea quality, rewards of the idea generators, and their interaction on idea implementation. To test the hypotheses in the proposed model, we collected data from 251 idea generators, 7 idea evaluators and the manager of an innovative proposal project at 3 different time points in a large financial company. In the first wave, 440 ideas proposed by 440 idea generators were recorded. In the second wave, all of the idea generators were invited to complete a questionnaire, including demographic information and intrinsic motivational orientation, and the number of valid questionnaires was 251; moreover, 7 in-house experts assessed the idea generators and the quality of each idea. Approximately six months later, the manager of this project reported the implementation degree of all of the ideas. Our hypotheses were examined using SPSS 22.0. By analyzing the multi-time and multi-source data, it was found in this study that: (1) intrinsic motivational orientation of the idea generators has a significantly positive effect on idea quality; (2) idea quality further facilitates idea implementation; (3) rewards of the idea generators positively influences idea implementation; and (4) idea quality and rewards of the idea generators interact to predict idea implementation. The findings presented here contribute to innovation literature in the following ways. First, this study tracks the innovation process from idea generation to idea implementation, bridging the theoretical divide between creativity research and idea implementation research. Second, this study clarifies the positive effect of intrinsic motivational orientation on idea quality, which is a beneficial supplement to, and promotion of the existing research on the relationship between intrinsic motivation and creativity. Third, Yale attitude change theory was introduced into idea implementation research, which not only expanded the application scope of this theory, but also enriched theoretical perspectives of idea implementation research.
Peer Review Status:Awaiting Review
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