An extensive body of literature demonstrates the incentive effect by which pay for performance (PFP) motivates employees’ in-role task performance. Nonetheless, scholars have also posited that PFP ...

This study examines the mechanism through which collectivism-oriented human resource management (CHRM) promotes team creativity and how this relationship differs across interpersonal harmony. Drawing on social exchange theory, we investigate 177 research and development teams across China. The findings indicate, as expected, that CHRM, which in China relates to guanxi, has a positive effect on radical creativity. Harmony enhancement partially mediates the relationship between CHRM and radical creativity. Meanwhile, disintegration avoidance fully mediates the relationship between CHRM and incremental creativity. In addition, HRM strength positively moderates the relationship between CHRM and harmony enhancement. Finally, HRM strength moderates the mediating effect between CHRM and radical creativity. This study helps unpack the ‘black box’ between culture-specific HRM and team outcomes, providing important implications for human resource managers.

Although some studies have begun to explore the factors influencing employees’ time theft, it has not been uncommon to link employee time theft to leader personality traits. Based on the conservation of resources theory, this paper examines the influence of supervisor narcissism on employee time theft. It is found that supervisor narcissism positively affects employee time theft via the emotional exhaustion of employees. Further, employee’s attachment styles moderate the mediation effect of emotional exhaustion between supervisor narcissism and employee time theft. This study adds important insights into employee time theft, leader negative traits and the theory and practice of organizational management.

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day_T (a certain day) empowering behaviors are more strongly related to employee day_T+1 (next day after the certain day) job crafting when employee day_T work meaning is low and employee day_T+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.

In this study, we investigate how a culturally specific human resource management (HRM) approach influences employees' relational identification at the team level, which may in turn influence the behavior of team members. Given the boundary condition of a collectivistic societal culture, collectivist HRM helps improve employees' team-level identification and their performance. Collecting empirical data from firms in different regions of China, we found that the collectivism-oriented HRM approach has a positive effect on employees' team-level relational identification. This team-level identification, in turn, can significantly improve the job satisfaction of team members and reduce their turnover intention. We conclude with a discussion of the implications of our findings for academic researchers and practitioners.