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"Manufacturing industries Employees China."
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DOES WORKING FROM HOME WORK? EVIDENCE FROM A CHINESE EXPERIMENT
A rising share of employees now regularly engage in working from home (WFH), but there are concerns this can lead to ‘‘shirking from home.’’ We report the results of a WFH experiment at Ctrip, a 16,000-employee, NASDAQ-listed Chinese travel agency. Call center employees who volunteered to WFH were randomly assigned either to work from home or in the office for nine months. Home working led to a 13% performance increase, of which 9% was from working more minutes per shift (fewer breaks and sick days) and 4% from more calls per minute (attributed to a quieter and more convenient working environment). Home workers also reported improved work satisfaction, and their attrition rate halved, but their promotion rate conditional on performance fell. Due to the success of the experiment, Ctrip rolled out the option to WFH to the whole firm and allowed the experimental employees to reselect between the home and office. Interestingly, over half of them switched, which led to the gains from WFH almost doubling to 22%. This highlights the benefits of learning and selection effects when adopting modern management practices like WFH.
Journal Article
The role of environmental transformational leadership in employees’ influencing organizational citizenship behavior for environment well-being: a survey data analysis
Many researchers and intellectuals focused on the topic of organizational citizenship behavior for the environment (OCBE); however, employees’ pro-environmental behaviors, such as eco-helping, eco-civic engagement, and eco-initiatives, are often being ignored. Also, the investigation of the stimulating factors behind these behaviors remains weak. Hence, this research aims to explore the role of environmental transformational leadership (ELT) in these three types of organizational citizen behaviors for the environment (OCBE) considering the indirect effects of psychological empowerment and leader-member exchange (LMX). We examined the effects of meditation by using four steps for mediation analysis and the Sobel test. Chi-square (
χ
2
) tests for observing the difference were also applied. The results from a survey of 500 employees from the manufacturing industry in China provide that environmental transformational leadership contributes indirectly and directly to promoting environmental behavior within organizations due to the inspirational nature of transformational leaders. Furthermore, the intentions of employees for organizational environmental behavior stimulate on account of a high sense of leader-member exchange and psychological empowerment. Based on these findings, the study suggests that leadership in organizations should facilitate their employees with psychological empowerment and sharing of information and initiative regarding the environment for boosting OCBE. It is also recommended that at the time of recruitment and selection of employees, they should be given orientations regarding environmental protection and resource conservation. Moreover, organizations should promote the transformational style of leadership to achieve environment-related goals.
Journal Article
Rebellion Under Exploitation: How and When Exploitative Leadership Evokes Employees’ Workplace Deviance
Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed.
Journal Article
The Impact of Caring Climate, Job Satisfaction, and Organizational Commitment on Job Performance of Employees in a China's Insurance Company
This research uses structural equation modeling (SEM) to examine the direct and indirect relationships among caring climate, job satisfaction, organizational commitment, and job performance of 476 employees working in a Chinese insurance company. The SEM result showed that caring climate had a significant direct impact on job satisfaction, organizational command, and job performance. Caring climate also had a significant indirect impact on organizational commitment through the mediating role of job satisfaction, and on job performance through the mediating role of job satisfaction and organizational commitment. In addition, job satisfaction had significant direct impact on organizational commitment, through which it also had a significant indirect impact on job performance. Finally, organizational commitment had a significant direct impact on job performance.
Journal Article
The Hidden Costs of Negative Workplace Gossip: Its Effect on Targets’ Behaviors, the Mediating Role of Guanxi Closeness, and the Moderating Effect of Need for Affiliation
This research explores the harmful effects of negative workplace gossip (NWG) on targets and organizations, including its impacts on helping behavior and knowledge hiding. The mediating role of guanxi closeness and the moderating role of need for affiliation are also examined. The study, based on conservation of resources theory, collected data from 526 employees in the hospitality industry in China, using a three-wave survey design. Hierarchical multiple regression analysis was employed to test the hypotheses. The empirical results showed that NWG was a strong predictor of reduced helping behavior and increased knowledge hiding; and that guanxi closeness mediated both the negative relationship between NWG and helping behavior, and the positive relationship between NWG and knowledge hiding. Additionally, need for affiliation was shown to act as a moderator between NWG and guanxi closeness: high need for affiliation amplified the negative impact of NWG on guanxi closeness, and then further affected employees’ helping behavior and knowledge hiding. This study therefore offers an important new perspective for interpreting the detrimental effects of negative gossip in organizations, providing not just theoretical advances but practical ways in which managers can proactively reduce these impacts.
Journal Article
How and When Does Socially Responsible HRM Affect Employees' Organizational Citizenship Behaviors Toward the Environment?
Based on the person-organization fit theory, this research aims to investigate how socially responsible HRM (SRHRM) positively affects employees' organizational citizenship behaviors toward the environment (OCBE) by increasing personorganization fit. This study also captures the moderating effect of the perceived role of ethics and social responsibility (RESR) in influencing the indirect effect of SRHRM on OCBE via person-organization fit. Data were collected from 302 employees in a state-owned chain hotel in Shanghai, China. The results indicated that SRHRM indirectly influenced employee's engagement in OCBE through person-organization fit. The positive relationship between SRHRM and person-organization fit and the indirect effect of SRHRM on OCBE via person-organization fit were more significant when employees hold high rather than low levels of RESR. Research implications and prospects were also explored in this study.
Journal Article
Unlocking employee creativity: How learning orientation and transformational leadership spark innovation through creative self-efficacy
This study explores the mechanisms through which individual learning orientation (ILO) and transformational leadership (TL) foster employee creativity, with a particular focus on the mediating role of creative self-efficacy (CSE) within small and medium-sized enterprises (SMEs) in China’s manufacturing sector. Drawing on a sample of 406 employees, the study employs hierarchical linear modeling (HLM) to analyze the multi-level influences on creativity. The findings indicate that ILO significantly enhances employee creativity, underscoring the importance of continuous personal development and proactive learning in innovation processes. All four dimensions of TL—idealized influence (II), inspirational motivation (IM), intellectual stimulation (IS), and individualized consideration (IC) — are positively associated with employee creativity. CSE is found to mediate the relationship between ILO and creativity, as well as between II, IS, IC, and creativity, although it does not mediate the effect of IM. These results highlight the pivotal role of CSE as a cognitive mechanism through which leadership and learning orientations translate into creative outcomes. The study contributes to the literature on workplace creativity by integrating individual and leadership factors, with psychological resources. Practical implications for SME managers include the cultivation of supportive leadership practices and the promotion of learning-oriented cultures to enhance creative performance. The paper concludes with recommendations for future research directions.
Journal Article
Authoritarian leadership and employee silence in China
We examine the relationship between authoritarian leadership and employee silence behaviour with 324 employees in 16 state-owned manufacturing enterprises in China. We draw from theories of motivation and person–environment fit to explain the mediating roles of psychological safety and organization-based self-esteem, and the moderating effects of power distance orientation. Regression analyses show that authoritarian leadership has a positive relationship with employee silence behaviour. Mediation analyses show that both psychological safety and organization-based self-esteem partially mediate the relationship between authoritarian leadership and employee silence. Moderation analysis revealed that the direct relationship between authoritarian leadership and employee silence behaviour is stronger for employees with high (as opposed to low) power distance orientation. Additionally, moderated-mediation analyses show that the mediating effects of both psychological safety and organization-based self-esteem are stronger for employees with low (as opposed to high) power distance orientation. Implications for theory and practice are discussed.
Journal Article