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Although the importance of perceived organizational support on organizational outcomes has been highlighted in the literature, research is lacking concerning how organization-wide perceptions of support by employees (organizational-level perceived support [OPS]) may contribute to organizational performance. To address this critical deficiency in the literature, we extend organizational support theory to the organizational level and examine the influence of OPS on organizational profitability. We conducted two studies with samples of 224 and 96 organizations, respectively, in South Korea and found that workforce performance (Study 1) and workforce voluntary turnover rate (Studies 1 and 2) mediate the relationship between OPS and organizational profitability. Furthermore, we found that organizational financial slack resources moderate the effect of OPS on workforce performance. Specifically, the positive effect of OPS on workforce performance, and consequently on organizational profitability, was stronger when financial slack resources were lower. Financial slack resources, however, do not moderate the relationship between OPS and voluntary turnover rate. We discuss the theoretical and practical implications of these findings. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Strategic human resource management (HRM) research considers HRM systems a potential source of competitive advantage due to their positive effects on performance outcomes. However, previous research has not paid enough attention to how peer companies' use of HRM systems is associated with the adoption and the effects of HRM systems of a focal company. Specifically, drawing upon the institutional theory, we propose that a focal company's adoption of high-investment human resource systems (HIHRS) will be positively related to the level of HIHRS used in its peer companies. We also argue that the extent to which a focal company's HIHRS use is associated with organizational outcomes is contingent on the adoption of HIHRS in peer companies. Using a sample of 912 publicly traded companies in the U.S. stock market from 2002 to 2015, we found a positive relationship between the average HIHRS use of peer companies in the previous year and the change in focal company's HIHRS use. We also found that a focal company's HIHRS use is more likely to enhance financial performance (e.g., sales growth and profit growth) when the adoption of HIHRS is low in peer companies. However, HIHRS use is more positively related to employer certifications received by a focal company when the adoption of HIHRS is high in peer companies. These findings suggest that peer companies play an important role in understanding the adoption and the effects of HIHRS use of a focal company. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The current COVID-19 pandemic has claimed millions of lives all across the globe, making death more salient to many who may not have been readily cognizant of their mortality. While employees in certain occupations routinely deal with the idea of death or mortality (e.g., hospital workers, firefighters, and police officers), it is uncommon for the average employee to be within an environment that makes them aware of death. However, death awareness has been found to be negatively related to many important outcomes for the organization, including creativity. In the present study, using four-wave longitudinal data collected weekly-during late-June to late-July, 2020, we examine how employees react during the initial peak of COVID-19 pandemic in the United States in terms of death anxiety and death reflection (two different reactions to death awareness) and whether or not death anxiety and death reflection are related to creativity. Conducting cross-lagged panel modeling on four-wave longitudinal data obtained from 605 full-time employees, we find that positive outcomes can come from such trying times as death reflection is positively related to creativity. We offer timely, valuable implications for theory and practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Prior research indicates that employees engage in organizational citizenship behaviors (OCBs) because of prosocial values, organizational concern, and impression management motives. Building upon and extending prior research, we investigate all 3 OCB motives by developing a categorization scheme to differentiate their distinctiveness and by building a contextualized argument regarding their interactive effects on OCB in a more collectivistic culture. In a sample of 379 Chinese employee-supervisor dyads from Taiwan, we found that the relationship between prosocial values motives and OCBs directed at individuals was strengthened by organizational concern motives; likewise, the relationship between organizational concern and OCBs directed at the organization was strengthened by prosocial values motives. However, in contrast to prior research (Grant & Mayer, 2009), the relationship between prosocial values motives and OCBs directed at individuals was weakened by impression management motives. A 3-way interaction between all 3 motives further suggests that, in Asian cultures, impression management motives may undermine the positive effects of prosocial values and organizational concern motives on OCBs directed at individuals but not OCBs directed at the organization., ((c) 2015 APA, all rights reserved).)

In this article, some information about the data used in the article and a citation were not included. The details of the corrections are provided.] This study uses 3-level, 2-wave time-lagged data from a random sample of 55 high-technology firms, 238 teams, and 1,059 individuals in China to investigate a multilevel combinational model of employee creativity. First, we hypothesize that firm (macrolevel) high-commitment work systems are conducive to individual (microlevel) creativity. Furthermore, we hypothesize that this positive crosslevel main impact may be combined with middle-level (mesolevel) factors, including team cohesion and team task complexity, such that the positive impact of firm high-commitment work systems on individual creativity is stronger when team cohesion is high and the team task more complex. The findings from random coefficient modeling analyses provide support for our hypotheses. These sets of results offer novel insight into how firms can use macrolevel and mesolevel contextual variables in a systematic manner to promote employee creativity in the workplace, despite its complex nature.

The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor. Theoretical and practical implications are discussed., (2008 APA)

Using cross-sectional and longitudinal data from expatriates in China, the authors investigated the roles of general, work, and interaction adjustment, as well as work stress, as mediators between the antecedents (learning, proving, and avoiding goal orientations, and perceived organizational support) and expatriate outcome (job performance and premature return intention) relationships. Results indicated that goal orientations toward overseas assignments had differential relationships with expatriate job performance and premature return intention. In addition, it was found that these relationships were partially mediated by expatriate adjustment facets. Implications for expatriate adjustment research and practice are discussed., ((c) 2007 APA.)

The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization's overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions., (2007 APA, all rights reserved)

Integrating work-family and cross-cultural adjustment literatures, the researchers proposed and tested a spillover and crossover model of expatriates' cross-cultural adjustment with reciprocal relationships. Spillover effects refer to the influence that expatriate attitudes in a particular domain (e.g., work) have on attitudes in other domains (e.g., nonwork), whereas crossover effects refer to the influence of expatriate attitudes on the spouse's attitudes (and vice versa). Data collected from Japanese expatriates, their spouses, and their superiors strongly supported both spillover and crossover effects between expatriate and spousal cross-cultural adjustment. In addition, expatriates' cross-cultural adjustment was found to be related to satisfaction, which, in turn, was found to be negatively related to expatriates' intention to return to their homeland early.