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Xiang Yao

Bio: Xiang Yao is an academic researcher from Peking University. The author has contributed to research in topics: Psychology & Personality. The author has an hindex of 15, co-authored 36 publications receiving 718 citations.

Papers
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Journal ArticleDOI
TL;DR: The results of a structural equation analysis indicated that job demands and job resources could affect emotional exhaustion and safety compliance, and thus influence the occurrence of injuries and near-misses.

141 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated the impact of normative organizational commitment on an employee's turnover, rather than attitudes or perceptions, and found that the affective commitment was an important predicator for organizational satisfaction.
Abstract: While many researchers have shown that affective organizational commitment is the most valuable predicator for organizational outcomes, such as job satisfaction, the value of normative organizational commitment in predicting working behaviour needs to be clarified. Additionally, indices of organizational outcomes used in prior studies were almost always the employees' perceptions of and attitudes towards organizations, rather than actual behaviour. The current research aims to investigate the impact of normative organizational commitment on an employee's turnover, rather than attitudes or perceptions. A total of 242 employees completed questionnaires including the Organizational Commitment Scale, the Organizational Satisfaction Scale, and the Idiocentrism and Allocentrism Scale, and reported the number of organizations they had worked for. Regression analysis revealed that the affective commitment was an important predicator for organizational satisfaction (p < .01) whereas the normative commitment was th...

94 citations

Journal ArticleDOI
TL;DR: In this paper, the psychometric properties of the Driving Anger Scale (DAS) and its relationship with aggressive driving in Chinese context were examined and a total of 411 drivers from five cities in China completed the survey.

87 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined age differences in moderating the relationships between the characteristics of performance feedback and employee reactions to the feedback event and found that older workers had higher levels of feedback orientation on social awareness, but lower levels of positive associations between favorability of feedback and feedback delivery and feedback reactions were stronger for older workers than for younger workers.
Abstract: Organizations worldwide are currently experiencing shifts in the age composition of their workforces. The workforce is aging and becoming increasingly age-diverse, suggesting that organizational researchers and practitioners need to better understand how age differences may manifest in the workplace and the implications for human resource practice. Integrating socioemotional selectivity theory with the performance feedback literature and using a time-lagged design, the current study examined age differences in moderating the relationships between the characteristics of performance feedback and employee reactions to the feedback event. The results suggest that older workers had higher levels of feedback orientation on social awareness, but lower levels of feedback orientation on utility than younger workers. Furthermore, the positive associations between favorability of feedback and feedback delivery and feedback reactions were stronger for older workers than for younger workers, whereas the positive association between feedback quality and feedback reactions was stronger for younger workers than for older workers. Finally, the current study revealed that age-related differences in employee feedback orientation could explain the different patterns of relationships between feedback characteristics and feedback reactions across older and younger workers. These findings have both theoretical and practical implications for building theory about workplace aging and improving ways that performance feedback is managed across employees from diverse age groups.

79 citations

Journal ArticleDOI
TL;DR: In this paper, the authors proposed that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors.

72 citations


Cited by
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Book
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

3,668 citations

Book
01 Jan 1901

2,681 citations

01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

497 citations

Journal ArticleDOI
TL;DR: The problem of creativity is examined and situations in the universe where it exists are examined to show the importance of creativity.
Abstract: Discusses the problem of creativity and examines situations in the universe where it exists.

351 citations

Journal ArticleDOI
TL;DR: In this paper, the antecedents (i.e., role ambiguity and conflict, burnout, socialization, and work autonomy) and consequences (e.g., affective and continuance commitment, absenteeism, and employee turnover intention) of employee job satisfaction were investigated.

333 citations