While an expanding body of research has revealed the beneficial impacts of visionary leadership on employees’ work-related outcomes, little is known about its spillover effects on nonwork domains. Drawing upon work–home resources theory, we investigated the impacts of visionary leadership on employees’ work-to-family conflict (WFC). Utilizing three-wave data from 268 employees, the results indicate that visionary leadership promotes follower relational energy, which in turn reduces WFC. Furthermore, perceived COVID-19 crisis disruption was found to strengthen the negative indirect link between visionary leadership and employees’ WFC. Our research broadens our understanding of the potential positive spillover effects of visionary leadership in the nonwork domain through relational energy, and the accentuating effect of perceived crisis disruption on the work–family interface. The theoretical and managerial implications of these findings are discussed.

Purpose This meta-analytical review aims to clarify the relationships between three bundles of human resource management (HRM) practices—competency-enhancing, motivation-enhancing and opportunity-enhancing—and organizational innovation by addressing two questions: (a) Which types of HRM bundles are most strongly related to different forms of innovation (i.e. process and product innovation)? And (b) Which mechanism provides a stronger explanation for the positive effects of HRM bundles on innovation? Design/methodology/approach Based on data from 103 studies, a meta-analysis was conducted to quantitatively summarize existing HRM–innovation studies at the organizational level. Findings The results showed that the competency-enhancing bundle was more positively related to product innovation than the motivation-enhancing and opportunity-enhancing bundles. The opportunity-enhancing bundle was most strongly associated with process innovation. The authors further found that knowledge management capability (KMC) and employee motivation mediated the positive relationship between the three HRM bundles and innovation outcomes. In comparing the two mechanisms, this review suggests that KMC better explains both the impact of the competency-enhancing HRM bundle on product innovation and the effect of the opportunity-enhancing bundle on process innovation. Originality/value Based on behavioral and knowledge management perspectives, this study takes a sub-bundle approach to providing an integrative review by comparing the direct effects and mediating paths of HRM bundles on product and process innovation.

While numerous studies have revealed the beneficial effects of job crafting for crafters, little is known about its interpersonal consequences. Drawing upon role theory, we take a unique recipient-focused approach to investigate how and when engaging in task crafting may elicit responses from coworkers. Utilizing a three-wave field survey design, we collected data from 304 dyads of frontline service workers and their immediate supervisors in hotels located in the south of China. The results suggest that task crafting is positively associated with interpersonal conflict, which in turn triggers workplace victimization from coworkers. Furthermore, the indirect effect of task crafting on workplace victimization by coworkers is significant only when task interdependence is high. Our research contributes to the job crafting literature by advancing our understanding of the coworker-related outcomes of task crafting.

While numerous studies have revealed the beneficial effects of job crafting for crafters themselves, little is known about its interpersonal consequences. Drawing upon role theory, we take a unique recipient-focused approach to investigate how and when engaging in job crafting may elicit responses from coworkers. Utilizing the 275 dyads of supervisor-subordinate data collected at three-time points, the results indicate that job crafting is positively related to interpersonal conflict, which, in turn, causes workplace victimization from coworkers. Furthermore, the political skill was found to mitigate the positive indirect linkage between job crafting and workplace victimization. Our study contributes to the job crafting literature by advancing our understanding of the interpersonal outcomes of job crafting.

While a growing body of studies have revealed the beneficial effects of visionary leadership on employee work-related outcomes, little is known about its spillover effects on their nonwork domains. Drawing upon the work-family resource theory, we investigate the spillover effect of visionary leadership on employees’ work-to-family conflict. Utilizing the three-wave data from 268 employees, the results indicate that visionary leadership is positively related to employees’ relational energy, which in turn reduces their work-to-family conflict. Furthermore, perceived COVID-19 crisis disruption was found to accentuate the negative indirect relationship between visionary leadership and employees’ work-to-family conflict. Our research contributes to a more comprehensive understanding of the potential positive effects of visionary leadership beyond the work domain through relational energy, and the accentuating effect of crisis disruption on work-family interface.

This article aims to simultaneously examine frontline hospitality employees' functional and dysfunctional coping mechanisms for customer mistreatment, which are meaningfully manifested in their organizational citizenship behavior toward organizations (OCBO) and toward individual coworkers (OCBI). Utilizing the multisource and multistage survey data collected from 11 hotels in Southern China, this study reveals that customer mistreatment heightens the emotional exhaustion of frontline hospitality employees, which, in turn, drives them to engage in less OCBO and, conversely, more OCBI. Furthermore, trait conscientiousness was found to accentuate both the negative linkage between customer mistreatment and OCBO and the positive linkage between customer mistreatment and OCBI, thereby suggesting that being conscientious can be a mixed blessing for exhausted individuals.

Although a number of studies have examined the positive effects of leader group prototypicality, the negative effects have been understudies. Drawing from social identity theory, this study investigates the potential dysfunctional effects (i.e., intergroup conflict) and contextual factors of leader group prototypicality. Multi-phase, multi-source, multi-level survey data showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, the leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict only when the leaders’ benchmarking behaviour was higher rather than lower. Implications for the leadership literature and management practices are discussed.

Purpose This study aims to investigate the relationship between leader group prototypicality and intergroup conflict, as well as its mechanisms and contextual factors using the social identity theory. Design/methodology/approach The research model was empirically tested using multi-phase, multi-source and multilevel survey data in China. The final sample consisted of 75 group leaders and 231 group members. Multilevel structural equation modelling and a Monte Carlo simulation were used for hypothesis testing. Findings The results showed that leader group prototypicality would engender intergroup conflict via intergroup distinctiveness. Further, leaders’ benchmarking behaviour moderated this indirect effect. In particular, leader group prototypicality resulted in higher intergroup distinctiveness and intergroup conflict, only when the leaders’ benchmarking behaviour was higher rather than lower. Originality/value First, this study addresses the question of whether leader group prototypicality would lead to intergroup conflict to provide theoretical and empirical insights to supplement extant literature. Second, the study advances the understanding of mechanisms (intergroup distinctiveness) and the consequences (intergroup conflict) of leader group prototypicality in an intergroup context. Third, the study shows that leaders’ benchmarking behaviour moderates the effect of leader group prototypicality on intergroup conflict through intergroup distinctiveness. As such, the findings are of value to future management practice by offering precise, practical interventions to manage the intergroup conflict caused by leader group prototypicality.

Drawing on social identity theory, we present an integrative framework that simultaneously examines the beneficial intragroup effects and detrimental intergroup effects of leader group prototypicality. We use multiphase, multisource, multilevel data to show that leader group prototypicality strengthens group members' group identification, which, in turn, drives group members to achieve better group performance and to show less engagement in intergroup citizenship behavior. Moreover, relative leader power influences the strength of the relationship between leader group prototypicality and its positive and negative outcomes. Implications for the leadership literature and management practices are discussed.

computational results for multi-skilled multi-period workforce management. The multi-skilled multi-period workforce assignment problem. International Journal of Production Research, 1-18. 2020, doi: 10.1080/00207543.2020.1783009

The term "workplace ostracism" refers to the acts of ignoring or excluding others in a workplace. Most previous studies on workplace ostracism are based on the revenge perspective, arguing that revenge cognition triggered by interpersonal conflict is the main motivation of workplace ostracism. However, this logic may not be applied to the newcomers. This is because they are part of the relatively disadvantaged groups in the organization and are eager to involve themselves to the new settings rather than engage in interpersonal conflicts that can worsen their situation. Drawing on identity theory, we attempt to explore the mechanisms by which newcomers' role organizational socialization contributes to their workplace ostracism. Specifically, our model integrates both mediating and moderating mechanisms into a single model, thus providing an explanation of how newcomers' role organizational socialization affects their workplace ostracism through the mediating and moderating roles of work alienation and insiders' developmental feedback, respectively. To test the hypotheses in our model, we conducted a survey on 249 employee-supervisor dyads from four companies in Guangdong Province, China. The survey was conducted in three waves. In the first wave, newcomer participants were asked to complete a questionnaire, including demographic information (gender, age, tenure, education), role organizational socialization, and interpersonal conflict. In the second wave, newcomer participants reported their work alienation, revenge cognition, and developmental feedback. In the third wave, their leaders were required to rate the newcomers' workplace ostracism. We examined our hypotheses with MPLUS 6.12 and SPSS 22.0. Empirical results showed that the role identity mechanism can significantly explain newcomers' workplace ostracism after controlling the traditional conflict-retaliation mechanism. Specifically, we found support for our arguments as follows: 1) newcomers' role organizational socialization is negatively related to their workplace ostracism, 2) newcomers' work alienation serves as a mediator in the relation between their role organizational socialization and workplace ostracism, and 3) developmental feedback moderates the relationship between newcomers' role organizational socialization and work alienation. Specifically, the negative relation between newcomers' role organizational socialization and work alienation is stronger when the level of developmental feedback they received is low. Furthermore, 4) developmental feedback moderates the negative and indirect effect of newcomers' role organizational socialization on their workplace ostracism. Specifically, work alienation mediates the negative effect when developmental feedback is low, but not when it is high. This study contributes to the theoretical and empirical literature in the following ways. First, we extend previous studies on workplace ostracism by demonstrating that newcomers and experienced employees can have different reasons for their workplace ostracism. The verification of the role identity mechanism for newcomers' workplace ostracism significantly extends our understanding of the unique features of their behaviors during the organizational socialization period. Second, our findings deepen our understanding of the role identity mechanism by examining the mediating role of work alienation and the moderating effect of developmental feedback under a general theoretical framework. Finally, our work uses identity theory to build a comprehensive frame work for understanding the antecedents of workplace ostracism, thus providing a uniquely generative frame work for future research.

Chinese 'new generation' employees have a strong desire to make self-initiated changes in their jobs (that is to say, job crafting). However, whether such crafting is beneficial or detrimental to their organizations is an issue that remains largely unexplored. To address this question, we employed a 'social exchange' framework to build a more nuanced understanding of the boundary conditions favourable versus unfavourable consequences of Chinese new generation employees' job crafting. Multisource data from 289 pairs of new generation employees and their immediate supervisors reveal a positive relationship between job crafting and leader-member exchange when employees have greater opportunities to participate in decision-making and a negative relationship when employees' participation in decision-making is low.Via leader-member exchange, therefore, employee job crafting ultimately contributes to the promotion or decline of employees' task performance, respectively. Our findings provide insights into how new generation employees and their organizations can benefit from their self-initiated changes at work, and these insights have important implications for Chinese new generation employee management.

Drawing on the transactional theory of stress, the current study conceptualized customer mistreatment as a stressor, and examined how job routinization and proactive personality help employees to cope with the effects of customer mistreatment on emotional exhaustion and work engagement. The interaction of job routinization and proactive personality was explored by applying self-determination theory to the transactional theory of stress. Multilevel analyses of a daily survey of 128 doctors and nurses revealed that job routinization and proactive personality attenuated the effects of customer mistreatment on emotional exhaustion and work engagement. The analyses also showed that, with more proactive personality and high job routinization, the effects of customer mistreatment were minimized.

Purpose - The purpose of the present research is to investigate the mechanisms by which conflict with customers (i.e. customer mistreatment) contributes to employees' work withdrawal.Design/methodology/approach - This paper tests its hypotheses by means of a field study of a sample of front-line health care workers in China. Data were collected in three waves over four months; a total of 398 health care workers completed the questionnaires and represented the final sample. A hierarchical multiple regression analysis was performed to test the proposed hypotheses.Findings - The results indicate that mistreatment by customers contributes to employees' work withdrawal, and emotional exhaustion serves as a mediator in this linkage. In addition, social support moderates the positive relation between customer mistreatment and employees' emotional exhaustion, whereas conscientiousness moderates the positive relation between emotional exhaustion and withdrawal behavior.Research limitations/implications - The sample used may not fully justify the generalizability of the research results. Without distinguishing different sources of social support may be another limitation. In addition, this study could be improved by using a multi-source survey design.Practical implications - To help employees effectively cope with interpersonal conflict with customers, organizations should take action to promote communication between employees and their supervisors and coworkers. It is also advisable for organizations to adjust their selection strategies and hire front-line employees high in conscientiousness.Originality/value - This research presents a resource-based framework to illuminate the detrimental effects of prolonged exposure to customer mistreatment on health care workers' withdrawal behavior in Chinese context. Furthermore, this study examines factors that may serve to mitigate the harmful effects of customer mistreatment and regards workplace social support and conscientiousness as two different kinds of resources that can play dissimilar roles when employees are coping with customer mistreatment.

To enhance understanding of the nature of organizational socialization (OS), we propose a holistic framework of OS based on an integration of role identity and social identity theories, develop and validate a new identity-based construct of OS success (IOS), and test a number of hypotheses based on the role/social identity framework. We view OS as a newcomer identity development process through which the newcomer arrives at a new self-concept in the new organization, and measure IOS at both the role and group levels. To provide support for our framework, we conducted a field survey in south China, collecting data at four times over one year to test the direct and indirect effects of IOS at the role and group levels on self-evaluations (self-efficacy and self-esteem) and behaviors (in-role performance and OCB). We found support for the six hypotheses that test our framework and recommend how our new model could be applied and further developed.