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AI-human interactions have become increasingly prevalent in organizations during the era of digital advancement. Drawing on the Optimal Distinctiveness Theory, this research focuses on identifying and testing AI-HRM inclusion and distinctiveness practices. We explore how the interaction effect of AI-HRM inclusion and distinctiveness practices positively impacts human employees' creativity through their collaboration and competition with AI applications. In Study 1, we develop and validate a scale for each of the two practices by conducting a qualitative study with 36 participants in Taiwan and a survey for exploratory factor analysis (EFA) among 340 employees in the U.S. Study 2 involves testing a theoretical model related to the two AI-HRM practices using a survey method with 3,686 participants from China. The findings reveal that AI-human inclusion practices enhance collaboration and competition between human employees and AI, thereby fostering creativity. Additionally, AI-human distinctiveness practices strengthen the positive relationship between AI-human inclusion practices and human employees' competition with AI. Overall, AI-human inclusion practices facilitate human employees' creativity through their collaborative and competitive interactions with AI. This research represents a significant advancement in transforming traditional HRM approaches into AI-HRM practices, highlighting an enduring trend in this era of intelligence: the partnership between humans and artificial intelligence is poised to unleash a stronger synergy. [ABSTRACT FROM AUTHOR]

Drawing on job crafting perspective, we theorized an integrative model linking perceived underemployment to three behavioral outcomes, creative performance, organizational citizenship behavior and destructive deviance. Using data collected from two sources (327 teachers and their immediate supervisors) via a three-wave time-lagged research design, we found support to our hypothesis that the joint effect of perceived underemployment and organizational identification on task crafting was curvilinear. When the teachers' organizational identification was high rather than low, they engaged in more task crafting for the organization at intermediate levels of perceived underemployment (an inverted U shape). Further, task crafting in turn positively related to creative performance and organizational citizenship behavior but negatively to organization deviance, indicating a curvilinear mediated moderation mechanism as a whole. Theoretical and practical implications of this study were discussed. [ABSTRACT FROM AUTHOR]

By integrating the person-environment (P-E) fit and self-enhancement perspectives, we highlight counter-intuitively the bright side of perceived underemployment that can produce desirable experiences for both employees and employers. We propose that the interaction between perceived underemployment and organization-based self-esteem leads to employees' self-reported thriving and supervisor-rated promotability, and that the mechanism of needs-supplies fit mediates this interactive effect. The hypotheses are supported by the results of a field experiment and a time-lagged survey. In particular, the field experiment provides evidence for the predicted interaction between perceived underemployment and organization-based self-esteem, and the survey demonstrates that the perception of needs-supplies fit mediates this interactive effect. The theoretical and practical implications of this study are also discussed. [ABSTRACT FROM AUTHOR]

In a sample of 203 sales employees, the present study examines the relationship between two distinct types of organizational citizenship behavior (OCB) and task performance by means of a time-lagged research design. Results show that taking charge, a relatively more challenging type of OCB, was detrimental to sales performance, while this direct trade-off was not found for helping behavior, an affiliative type of OCB. In addition, in line with the study hypotheses, distinct leader expectations and behaviors moderated the relationship between each OCB type and sales performance. More specifically, perceived leader creativity expectations, signalling support for challenging OCBs, buffered the negative impact of taking charge on sales performance. Likewise, transformational leadership, emphasizing the importance of collaborative efforts, allowed for a positive impact of helping on sales performance. Overall, this study sheds light on the trade-off between OCB and task performance for different OCB types and elucidates how leader expectations and behaviors may buffer this trade-off . [ABSTRACT FROM AUTHOR]

Leaders routinely reject employees' new ideas and employees occasionally violate leaders' orders in order to keep these rejected ideas alive. This study tested a moderated mediation model of leaders' responses to employees' creative deviance. Using 226 leader-employee dyads from two advertising firms in China, we tested how leaders' responses to creative deviance affect subsequent creative deviance and creative performance. Creative deviance was positively related to five leader responses: punishing, rewarding, forgiving, ignoring and manipulating. As hypothesized, rewarding, manipulating, and punishing mediated the relationships between creative deviance and creative performance, while forgiving, ignoring and manipulating mediated the relationships between creative deviance and subsequent creative deviance. Supportive supervision for creativity positively moderated the mediating relationships involving rewarding and forgiving. The results of this study support the overarching argument that the future consequences of creative deviance are significantly and differentially influenced by how leaders respond to it. [ABSTRACT FROM AUTHOR]