The Nexus Between High-Involvement Work Practices and Employees' Proactive Behavior in Public Service Organizations: A Time-Lagged Moderated-Mediation Model.

Purpose: Public service organizations may improve the quality of services they offer citizens by instilling proactive behavior in their employees. This study aimed to provide insights on how high-involvement work practices may indirectly facilitate proactive behavior in frontline government employees via employee commitment. Methods: A time-lagged approach was used to collect data from 542 frontline employees in three waves at 3-week intervals. We tested the hypothesized moderated mediation model using a PROCESS macro bootstrap approach. Results: A moderated-meditation model was applied in which public service motivation was theorized to increase the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. As predicted, the findings show that supervisor' deviant behavior attenuated the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. Conclusion: The findings of this research contribute to the emerging literature on public management and have implications for public sector organizations seeking to improve the quality of services they offer citizens.

Paradoxical Effects of Performance Pressure on Employees' In-Role Behaviors: An Approach/Avoidance Model.

Performance pressure acts as a double-edged sword for employees. Based on an approach/avoidance framework, we theorize that performance pressure produces both positive and negative effects on employees' in-role behaviors via approach motivation (i.e., self-objectification) and avoidance motivation (i.e., workplace anxiety), and work meaningfulness moderates employees' reactions to performance pressure. We examine our hypotheses using data from a sample of 345 employees in various organizations. The results show that self-objectification provides an approach motive that mediates the positive indirect effect of performance pressure on employees' in-role behaviors. However, workplace anxiety provides an avoidance motive that mediates the negative indirect effect of performance pressure on employees' in-role behaviors. Work meaningfulness strengthens both the approach and avoidance tendencies that employees experience under performance pressure. Our findings have significant theoretical and managerial implications.

Consequences of Workplace Ostracism: A Meta-Analytic Review.

Workplace ostracism, which is regarded as "social death," is rampant in organizations and has attracted significant research attention. We extend the understanding of workplace ostracism by conducting a meta-analysis of studies of the relationships between workplace ostracism and its consequences. We also explore the moderating effects of national culture (i.e., collectivism vs. individualism) and the mediating effects of organization-based self-esteem (OBSE). The results of a meta-analysis of 95 independent samples (N = 26,767) reveal that exposure to workplace ostracism is significantly related to individuals' attitudes, well-beings, and behaviors. Moreover, the effects of workplace ostracism on belongingness, job satisfaction, emotional exhaustion, organizational citizenship behavior (OCB) toward individuals (OCBI), organizational deviance, and interpersonal deviance are stronger in individualist contexts than in collectivist contexts. However, the relationships between workplace ostracism and organizational identification and OCB are stronger in collectivist contexts than in individualist contexts. Our meta-analytical structural equation modeling also provides evidence of the mediating effects of OBSE on the relationships between workplace ostracism and organizational commitment, job satisfaction, and job performance. The implications and limitations of our study and future research directions are also discussed.

Employee-Organization Relationships and Team Performance: Role of Team Collective Efficacy.

Besides the previous social relationship perspective of employee-organization relationship (EOR) research, this study takes the social cognitive perspective to explore the role of team collective efficacy in mediating the relationship between EORs and team performance. This study further contends that team cohesion moderates the positive relationship between collective efficacy and team performance, thereby moderating the indirect relationship between EORs and team performance through collective efficacy. Data analyses of 231 teams in Study 1 and 63 teams in Study 2 support the hypotheses. Therefore, this study provides theoretical contributions to the EOR literature by introducing a new perspective at the team level and to the social cognitive literature by discussing a boundary condition of the effect of collective efficacy on team performance.

Workplace ostracism and employee creativity: An integrative approach incorporating pragmatic and engagement roles.

Extending an extant dynamic componential perspective, we propose an integrative model of how and why workplace ostracism exhibited by supervisors relates to employees' creativity through pragmatic (task resources) and engagement (creative process engagement) effects. Specifically, we predict that workplace ostracism negatively relates to creativity through reduced task resources and creative process engagement. Perceived organizational support plays a key role in buffering the negative effects of workplace ostracism in both pragmatic and engagement domains. Three-wave, supervisor-subordinate, dyadic data from a bank in China support these hypotheses. We discuss the implications of these results for both research and practice. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective.

Why and when do employees respond to workplace ostracism by withholding their engagement in citizenship behavior? Beyond perspectives proposed in past studies, we offer a new account based on a social identity perspective and propose that workplace ostracism decreases citizenship behavior by undermining employees' identification with the organization. We also theorize that perceived job mobility influences the extent to which employees identify with the organization when being ostracized. These hypotheses were examined in two time-lagged studies conducted in China. The proposed hypotheses were supported by results in Study 1, and findings were generally replicated in Study 2, where effects of other known mediators (i.e., organization-based self-esteem, job engagement, and felt obligation toward the organization) and moderators (i.e., collectivism, power distance, and future orientation) suggested by previous perspectives were controlled. Results of Study 2 provided further support of the hypothesized directional effect of workplace ostracism on citizenship behavior via organizational identification. Our studies support the identification perspective in understanding workplace ostracism and also strengthen the application of this perspective in understanding workplace aggression broadly.

Idiosyncratic deals and employee outcomes: the mediating roles of social exchange and self-enhancement and the moderating role of individualism.

The majority of studies on idiosyncratic employment arrangements ("i-deals") are based on social exchange theory. The authors suggest that self-enhancement theory, in addition to social exchange, can be used to explain the effects of i-deals. Using a multisource sample including 230 employees and 102 supervisors from 2 Chinese companies, the authors adopt a 3-wave lagged design to examine the mediating roles of social exchange and self-enhancement and the moderating role of individualism in the relationships between i-deals and employee outcomes, as indicated by proactive behaviors and affective commitment. The results of bootstrapping analyses confirm the mediating effects of social exchange and self-enhancement. In addition, employees with high levels of individualism are more receptive to self-enhancement effects; in contrast, employees with low levels of individualism are more receptive to social exchange effects.