The aim of this study is to examine the relationship between perceived organizational support and employee creativity mediated by work engagement. We report the results from a questionnaire survey on a sample of 492 professional employees (219, 44.51% females and 273, 55.49% males) employed in two major industries in the United Kingdom. Our findings based on regression analysis show that work engagement mediates the relationship between perceived organizational support and employee creativity. In summary, employees who experience perceived organizational support will promote work engagement and employee creativity more so than employees with low levels of perceived organizational support. We contribute to knowledge by proposing an overall theoretical background to organizational support theory and the job demands-resources model by incorporating social exchange theory. To-date, very few studies have examined the role of work engagement in the relationship between perceived organizational support and employee creativity. While researchers know how perceived organizational support effects employees’ commitment, productivity, satisfaction and turnover intention, this study concentrates on how perceived organizational support leads to employee creativity.

The influence of perceived organizational support on employee creativity: The mediating role of work engagement

This research studies the mediating effect of employee’s social capital on job crafting and job performance, and the moderating effect of core self-evaluation on social capital and job performance....

The effect of job crafting to job performance

The study of college students' job search and influencing factors has been an important topic in college students' career development. The degree of satisfaction with the results of a college student's perceived job search directly affects the sustainability of his or her future career. Although the importance of core self-evaluation in the job search process has been confirmed by a large body of literature, very little literature has focused on the mechanism of action between core self-evaluation and job search outcomes. Therefore, this study was conducted to analyze the impact of core self-evaluation on job search outcomes through a chain mediation model and to discuss the role of career exploration and career adaptability in this relationship. Two waves of survey data were utilized to test the research hypotheses on a sample of 310 college students facing employment in different regions of China. The results indicated that core self-evaluation positively impacted job search outcomes. In addition, career exploration and career adaptability moderated the relationship between core self-evaluation and job search outcomes, respectively. More importantly, core self-evaluation could also influence job search outcomes through the chain-mediating effects of career exploration and career adaptability. 

https://link.springer.com/content/pdf/10.1007/s12144-022-02923-4.pdf

The Influence of College Students’ Core Self-evaluation on Job Search Outcomes: Chain Mediating Effect of Career Exploration and Career Adaptability

The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.,The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.,We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.,Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

PurposeThis paper aims to empirically investigate how cognitive biases influence employees' product creativity (EPC) and related product performance. In particular, the paper primarily studies (1) the direct effect of employees' implicit creativity – based on five cognitive biases – and explicit creativity on EPC; and (2) the mediating role of coworkers' heuristic transfer between shared leadership and EPC.Design/methodology/approachData have been obtained from big Italian manufacturing technology firms through a series of online questionnaires that resulted in 555 answers from R&D employees and their direct managers, who are, respectively, involved and responsible for the proposal of manufacturing technology products. The developed four theoretical hypotheses have been tested through correlation analysis, hierarchical regression, mediation analysis and structured equation modelling.FindingsCognitive biases positively influence EPC in manufacturing technology firms, leading to positive product performance. In particular, implicit creative personality better predicts EPC than explicit creative personality; whilst, shared leadership leads to a cognitive convergence among co-workers through the spread of heuristics that positively influence EPC.Originality/valueThe originality of this work lies in having: (1) investigated the influence of cognitive biases in creativity, (2) hypothesized and proved that co-workers' heuristic transfer mediates the relationship between shared leadership and EPC; (3) conducted the first specific study on employees' creativity in manufacturing technology firms; and (4) first implemented the implicit creative personality measurement, apart from those who conceptualized it.

Cognitive biases' influence on employees' product creativity and product performance: evidences from Italian manufacturing technology firms

We adopt the approach/avoidance framework to examine the effects of core self-evaluation (CSE) on employee creativity. We argue that CSE affects all three components of individual intellectual capital (IIC), namely individual human capital (IHC), individual structural capital (ISC) and individual relational capital (IRC), which subsequently affect employee creativity. We also maintain that CSE exerts more direct influences on incremental creativity than on radical creativity. We surveyed 498 employees and their direct supervisors from various firms in China. Our results fully support the hypotheses. Our study offers new insight into personality, creativity and knowledge research.

Xing Bu

Papers

Core self-evaluation, individual intellectual capital and employee creativity