International Journal of Human Resource Management
While western literature proves the importance of procedural justice, interactional justice is found to have a greater impact on employees in China. This study investigates the effect of employees' perceptions of organizational justice on affective commitment, and the moderating effect of leadership style in the relationship. The authors proposed that the positive association of interactional justice with affective commitment is stronger than the positive association of procedural and distributive justices with affective commitment. In addition, the authors hypothesized that leadership style in teams moderates the relationship between interactional justice and affective commitment. Data were collected from 10 companies in Shenzhen, Shanghai, Beijing, Wenzhou, Wuhan, and Qingdao, China. The results support the hypotheses stating that interactional justice has a robust impact on affective commitment and that leadership in teams moderates the relationship. These findings have important implications for human resource management. When setting up HR policy in China, putting the right HR procedures in place is essential. Employees' affective commitment relies heavily on interactional justice and whether or not employees perceive that they are being treated fairly by their managers. We discuss the implications of these findings.
JOURNAL OF BUSINESS VENTURING
Given that organizations need to manage complex situations, multiple organizational climates can coexist and these climates can jointly influence employee behaviors. However, the mechanisms through which the latter relationships operate are poorly understood. We take a multilevel approach to examine the mechanisms that link organizational innovative climate and employee innovative behavior, and the moderating effects of organizational proactive and risk-taking climates on these relationships. Using multisource data from 105 managers and 39 CEOs, we found that innovative climate was positively related to employee innovative behavior indirectly through employee passion for inventing. In addition, the relationship between innovative climate and passion for inventing became stronger as proactive climate increased, and the relationship between passion for inventing and employee innovative behavior became stronger as risk-taking climate increased. Our study contributes to entrepreneurial research by highlighting the interactive effects of multiple organizational climates on employee innovative behavior.
Theories that explain employees' positive emotional, cognitive, and behavioral responses to fair procedures rely on control and relational processes. In the present study, we build on these models, but reverse this perspective to examine when leaders provide voice opportunities in their interactions with employees. We argued that leaders may take care of employees' perceived individual control needs (which influence their own outcomes) by granting them voice. However, this will be the case particularly when leaders perceive that this employee also wants to belong to the organization, because this makes it more likely that employees will use their voice in a way that does not hurt the organization's interest. Support for this predicted interaction effect was found in a laboratory experiment and a multisource field study. This research is among the first to identify factors that influence whether leaders will be more likely to act fairly, thus integrating procedural justice processes in the leadership literature.
need for control
need to belong
Academy of Management Journal
We theorized and tested the conditions under which cognitive team diversity is positively related to individual team member creativity. Hierarchical linear modeling results using 316 employees on 68 teams from Chinese companies indicated that a team member's creative self-efficacy moderated the relationship between cognitive team diversity and individual creativity: this relationship was positive only when creative self-efficacy was high. Further, “transformational leadership” moderated the relationship in such a way that cognitive team diversity was positively related to individual creativity only when transformational leadership was high.