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Given the conceptual differences between different types of job insecurity, it is important to distinguish qualitative job insecurity from quantitative job insecurity when examining their motivational consequences. Building on the approach and avoidance framework, we expect that quantitative job insecurity influences avoid-performance goal orientation (avoidance form of motivation) via psychological safety, whereas qualitative job insecurity influences learning goal orientation (approach form of motivation) via psychological meaningfulness. We also examine the moderating role of organizational justice in such effects. Using two-wave data collected from 281 employees in China, we found that quantitative job insecurity had a positive indirect effect on employee avoid-performance goal orientation via decreased psychological safety, whereas qualitative job insecurity had a negative indirect effect on employee learning goal orientation via decreased psychological meaningfulness. In addition, organizational justice buffered the direct effect of quantitative job insecurity on employee psychological safety and the subsequent indirect effect on employee avoid-performance goal orientation. However, organizational justice did not moderate the influence of qualitative job insecurity on employee outcomes. Our findings provide new insights into the motivational implications of job insecurity.

Past research suggests that interactional justice plays a pivotal role in facilitating high-quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings.

Drawing from the cultural self-representation model, we propose a multilevel model to examine when and why empowering leadership elicits followers’ taking charge behaviors in China. Data from 310 full-time employees in 81 work groups provide support for the mediating role of role breadth self-efficacy in transforming team-directed empowering leadership into individual taking charge behaviors. In addition, this mediation relationship is found to be attenuated by high differentiated empowering leadership and low individual power distance orientation. Finally, we find support for a three-way moderated mediation—which the moderating effect of differentiated empowering leadership is found to be significant only among followers who have low power distance orientation. We conclude by discussing the theoretical and practical implications of these findings.

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers' trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers' trust in leaders became salient when followers' Chinese traditionality was low. Moreover, followers' trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers' in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.

Drawing from self-concept and implicit leadership theories, we propose a multilevel model to examine whether, why, and when self-sacrificial leadership motivates followers’ affiliative and challenging citizenship behaviors in China. Data from 329 full-time employees in 83 work groups provide support for the hypothesized model. Specifically, we demonstrated that self-sacrificial leadership was positively related to followers’ relational self-concept constructs of leader identification and leader-based self-esteem, which had differential, downstream implications for followers’ two types of citizenship behavior. Whereas leader identification was found to mediate the positive relationship between self-sacrificial leadership and affiliative citizenship behavior only, leader-based self-esteem mediated the positive relationships of self-sacrificial leadership with both affiliative and challenging citizenship behaviors. We further demonstrated individual power distance orientation as a significant cultural contingency in the above mediation relationships, which were found to exist among followers with low rather than high power distance orientations. We conclude by discussing the theoretical and practical implications of these findings.

Research shows that when employees receive help from their coworkers, they often “pay it forward” by doing something beneficial to their organization in turn. In this study, we propose a dual-process model linking interpersonal helping to employee organizational citizenship behavior directed at the organization (OCBO). In particular, we hypothesize that receiving reactive help from coworkers (i.e., help in response to a beneficiary’s request) elicits a cognitive process in which employees feel obligated to perform OCBO. Meanwhile, receiving proactive help from coworkers (i.e., help without a beneficiary’s request) elicits an affective process in which employees feel happy (i.e., more positive affect) to engage in OCBO. Using a scenario experiment (N = 231) and a daily diary study (N = 111, total observations = 854), we found results that supported for our hypotheses. Our findings suggest that receiving different types of help (reactive vs. proactive) may invoke different psychological processes, although they both promote employee OCBO. The theoretical and practical implications of these findings were discussed.

Aromatic amphiphilic molecules (1) consisting of three biphenyl groups linked together with ether bonds as a rigid rod segment and poly(ethylene oxide) with the number of repeating units of 17 as a coil segment were synthesized, and their self-assembly behavior in the bulk state and aqueous solution was investigated. In bulk, molecules 1 self-assembled into 1-D lamellar structure in the solid state or smectic A phase in the liquid crystalline phase via the cooperative effects of π-π stacking, micro-phase separation and hydrogen bond interactions. In dilute aqueous solutions, molecules 1 were observed to self-assemble into cylindrical micelles owned uniform diameter and length of hundreds of nanometers.

The oil spill plate is a thin-walled type of mechanical model [1] ,the structure of stainless steel oil spill plate is analyzed precisely by using UG finite element method, it is concluded the structure displacement and stress changes at the bottom of the oil spill plate of the board structure and determine oil spill plate meets the production requirements or not. The conclusion provides theoretical support for the production practice.

The effect of Al on the morphology of MnS in medium-carbon non-quenched and tempered steel was investigated at three different cooling rates of 0.24, 0.43, and 200°C·s^-1. The formation mechanisms of three types of MnS were elucidated based on phase diagram information combined with crystal growth models. The morphology of MnS is governed by the precipitation mode and the growth conditions. A monotectic reaction and subsequent fast solidification lead to globular Type I MnS. Type II MnS inclusions with different morphological characteristics form as a result of a eutectic reaction followed by the growth in the Fe matrix. Type III MnS presents a divorced eutectic morphology. At the cooling rate of 0.24°C·s^-1, the precipitation of dispersed Type III MnS is significantly enhanced by the addition of 0.044wt% acid-soluble Al（Als）, while Type II MnS clusters prefer to form in steels with either 0.034wt% or 0.052wt% Als. At the relatively higher cooling rates of 200°C·s^-1 and 0.43°C·s^-1, the formation of Type I and Type II MnS inclusions is promoted, and the influence of Al is negligible. The results of this work are expected to be employed in practice to improve the mechanical properties of non-quenched and tempered steels.