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Employees’ proactive performance is future-oriented and contributes to organizational effectiveness and sustainability. The proactivity literature shows that positive affect and negative affect may have differential effects to motivate various proactive behaviors at work. However, direct empirical evidence of the impact of affect on proactive performance is limited. It is also important to investigate whether the motivational effect of positive and negative affect on proactive performance can be sustained over time. Responding to these knowledge gaps, we apply the Hedonic Contingency Theory (HCT), and hypothesize a positive reciprocal relationship between positive affect and proactive performance over time, while such effect does not exist for negative affect. Results from two independent studies – a cross-sectional and a longitudinal one – provide support for hypotheses drawn from HCT. Theoretical and practical implications are discussed.

Recently, Chinese firms are increasingly acquiring firms overseas. This is often followed by high levels of employee exit from the acquired firm, which can be problematic. To better understand this phenomenon, we use the unfolding model of voluntary turnover to examine why and how individual employees of Hong Kong-based banks make the decision to either stay or go after their bank is taken over by a Chinese bank. We obtain data from three major acquisitions of banks in Hong Kong by Chinese state-owned banks from 2004 to 2008. Our sample consists of 406 employees from the acquired banks as well as non-acquired banks. We find that employees that have left after being acquired are more likely to report experiencing a “shock” than are employees of non-merged banks and that this influences their decision to leave. We also find that in the merger context, male employees, front-line employees and officer-level employees have different leaving decision paths from their female, back-office, and non-officer-level counterparts respectively. No such differences are found in the non-merger context. In addition, we find that a retention bonus delays departure after the merger. These findings contribute to research and practice of managing employee turnover after cross-border acquisitions by Chinese firms.

Written by specialists across HR, psychology, law, and academia, this book explains key procedures, legal requirements, and professional competencies needed to operate effectively in the local context. Featuring Hong Kong-based case studies, the volume covers talent acquisition, assessment, performance management, rewards, and developments in employment law, providing practitioners and students with a comprehensive guide to HRM in a rapidly evolving business environment.

The most notable progress in renal clear cell carcinoma (ccRCC) in the past decades is the introduction of drugs targeting the VHL-HIF signaling pathway-associated angiogenesis. However, mechanisms underlying the development of VHL mutation-independent ccRCC are unclear. Here we provide evidence that the disrupted Hippo-YAP signaling contributes to the development of ccRCC independent of VHL alteration. We found that YAP1 and its primary target genes are frequently upregulated in ccRCC and the upregulation of these genes is associated with unfavorable patient outcomes. Research results derived from our in vitro and in vivo experimental models demonstrated that, under normoxic conditions, hyperactivated YAP1 drives the expression of FGFs to stimulate the proliferation of tumor and tumor-associated endothelial cells in an autocrine/paracrine manner. When rapidly growing cancer cells create a hypoxic environment, hyperactivated YAP1 in cancer cells induces the production of VEGF, which promotes the angiogenesis of tumor-associated endothelial cells, leading to improved tumor microenvironment and continuous tumor growth. Our study indicates that hyperactivated YAP1 is essential for maintaining ccRCC progression, and targeting the dual role of hyperactivated YAP1 represents a novel strategy to improve renal carcinoma therapy.