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2017 Frontiers of Business Research in China Symposium on Organizational Behavior and Human Resource Management


2017 Frontiers of Business Research in China Symposium on
Organizational Behavior and Human Resource Management
School of Business, Renmin University of China & Higher Education Press
September 22, 2017
Venue: Room 1007, Mingde Business Building
Symposium Chair: Lynda Jiwen Song

*Presenter’s name is in boldface.

Keynote Speech:
A Construal-Level Theory of Employment Relationships and Psychological Contract Fulfillment

Jason D. Shaw
PhD, Chair Professor of Management
Faculty of Business, The Hong Kong Polytechnic University
Editor, Academy of Management Journal
Jason D. Shaw (Ph.D., University of Arkansas) is Chair Professor of Management in the Faculty of Business at The Hong Kong Polytechnic University. He is the Editor of Academy of Management Journal, the leading empirical journal in the field of management. Prior to his appointment at PolyU, he was the Curtis L. Carlson School-wide Professor in the Carlson School of Management at the University of Minnesota, and also served on the faculties of the University of Kentucky and Drexel University. He also served or is serving on the editorial boards of several leading academic journals in HRM/OB. Professor Shaw has served on the editorial board of Frontiers of Business Research in China since 2016.
We introduce and apply a new theory to the study of employment relationship policies and practices. Drawing on construal-level theory, we argued that employees evaluate their organizations’ employment relationship policies at abstract levels, but evaluate employment relationship practices at concrete levels. From this theoretical view, we hypothesized that employees’ psychological contract fulfillment perceptions would be highest when under mutual investment employee-organization relationship (EOR) policies situations, but highest in over-investment situations for EOR practices. We predicted further that supervisor organizational identification would strengthen (policies) or weaken (practices) the predicted EOR effects. The predictions were largely supported in multi-level tests among 1,593 employees and 284 supervisors in 44 South Korean companies.

Paper Presentation
Value, Personality, and Chinese Employees’ Leadership Preference: Evidences from Chinese Organizations
Cai-Hui (Veronica) Lin, Queen’s University Belfast; Jian-Min (James) Sun, Renmin University of China
Discussant: Shanshan Wen, Shenzhen University
This study compared Chinese employees’ preference for paternalistic and transformational leadership. It was revealed that Chinese employees had the highest expectation of moral leadership, but they were also receptive of transformational leadership. Authoritarian leadership was least preferred. The relationship between individuals’ power distance orientation, core self-evaluations (CSE) and their expectation of paternalistic and transformational leadership was examined. Both context-bounded and universal endorsement of leadership styles was found. Moreover, employees preferred leaders who they perceived to share similar personality with. We discuss the implications of the results for theory and practice.

Perceived Effectiveness of Democratic Management, Job Performance, and Citizenship Behavior: Evidence from a Large Chinese State-Owned Petrochemical Company

Fuxi Wang, University of International Business and Economics
Discussant: Yuhui Li, Renmin University
Democratic management, a unique union-based form of employee participation in China, is understudied in the employee participation literature. The paper investigates the associations between employee’s perceived democratic management effectiveness, employee job performance and organization citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm in Central Region of China. We find that our measure of employee’s perceived democratic management effectiveness is positively associated with employee’s job performance and organization citizenship behavior (OCB). However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is dispatch worker. Our interpretation of the findings suggests that employee’s perception of democratic management effectiveness is a source of employee performance.

Self-serving bias in Public or Private Context——Would the reasons be different?

Shanshan Wen, Shenzhen University
Discussant: Jian-Min (James) Sun, Renmin University of China
Many studies had been done on success or failure attribution and self-serving bias (attributing success internally and attributing failure externally). However, the results for failure attribution were not consistent. This study tested self-serving bias in two different contexts: result and feedback were public known and results and feedback were kept confidentially. Data were analyzed by repeated measure ANOVA, and we found that people attribute failure less to themselves in public context than did those in private context and in public context people would attribute the failure more to external factors than to themselves.

The Influence of Organizational Justice on Counterproductive Work Behaviors: The Mediating Roles of Individual’s Envy and Mental health
Yuhui Li, Zhen Wang, Peiqi Zheng, Fangfang Xu, Renmin University of China
Discussant: Jing Zhu, Hong Kong University of Science and Technology
Drawing from the fair process effect and attribution theory, we examined how the levels of perceived organizational justice may influence counterproductive work behavior (CWB) through workplace envy and individual mental health. We tested the hypotheses using a longitudinal sample drawn from multiple organizations in China. The findings supported the negative relationship between organizational justice and CWBs, mediated by individual workplace envy and mental health, and workplace envy also mediated the effect of justice on mental health. Implications for theory advancement and organizational intervention are discussed.

Effects of Personality on Job Burnout of High-speed Rail Drivers in China: The Mediator of Organizational Identification

Long Ye, Shuzhen Liu, Ming Guo, Beijing Jiaotong University
Discussant: Jing Zhang, Renmin University
Although the rapid development of high-speed rail (HSR) enhanced the national transportation and boosted the economical grow in China, the job burnout of HSR drivers came with it. This study investigates whether or not personality factors affects job burnout of HSR drivers in China. The data was collected from 273 HSR drivers in China. The results showed the personality of HSR drivers affected their job burnout. In particular, neuroticism, openness and agreeableness negatively influenced emotional exhaustion. Organization identification completely mediated the association between personality factors and emotional exhaustion and cynicism, partly mediated the association in reduced professional efficacy.

How Authentic Leadership Influences Employee Proactivity: The Sequential Mediating Effects of Psychological Empowerment and Core Self-evaluations and the Moderating Role of Employee Political Skill
Jing Zhang, Lynda J. Song, Yue Wang, Guangjian Liu, Renmin University of China
Discussant: Shuzhen Liu, Beijing Jiaotong University
Employee proactive behavior has attracted more and more attention for researchers and practitioners in recent years. Our study aims to examine the authentic leadership—employee proactive behavior relationship. We argue that such relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill play a moderating role in the third stage. These hypotheses are validated by 65 leaders and 275 subordinates from two private enterprises in China's mainland. Results show that authentic leadership (T1) forecasts employee proactive behavior (T3) through psychological empowerment (T1) and core self-evaluations of employee (T2). Employee political skill play a moderating role at the third stage. When the level of employee political skills is high, core self-evaluations has a stronger positive correlation with proactive behavior. Bootstrapping verifies the indirect effects of the model. The main effect is influenced by employee political skill. The theoretical and managerial implications are further discussed in the light of these findings.

You Don’t Actually Want to Get Closer to the Star: How LMX Leads to Workplace Ostracism
Zi Wang, Guiquan Li, Nankai University
Discussant: Fuxi Wang, University of International Business and Economics
Abstract: High quality Leader-member exchange is commonly seen as beneficial to employee. However, this is not always the case in the eyes of other members in the same team. We propose that members who have high-quality LMX relationship with team leader might be facing workplace ostracism through the envy emotions of other members in the same team. Further, we hypothesize that this indirect influence is moderated by the high-quality LMX member’s social desirability. Based on data from 92 individuals of different teams, we found that though ostensibly LMX quality directly leads to less workplace ostracism, it has a positive effect on workplace ostracism through the envy emotions of other team members, and social desirability buffered this indirect positive effect. Theoretical and managerial implications are discussed.