Yong Zhang

Bio: Yong Zhang is an academic researcher from Chongqing University. The author has contributed to research in topics: Creativity & Social exchange theory. The author has an hindex of 6, co-authored 9 publications receiving 233 citations. Previous affiliations of Yong Zhang include Huazhong Agricultural University.

A Social Exchange Perspective of Employee–Organization Relationships and Employee Unethical Pro-organizational Behavior: The Moderating Role of Individual Moral Identity

Abstract: Prior research on employee–organization relationships (EORs) has exclusively focused on the positive consequences of high-inducement EORs (i.e., mutual- and over-investment EORs). Drawing from social exchange theory , we develop a model theorizing employee unethical pro-organizational behavior (UPB) as one potential negative outcome of high-inducement EORs, as mediated by high-quality social exchange relationship between the employee and the employer. Empirical findings from two field studies provided convergent support to the mediation relationship between mutual-investment EORs and employee UPB via perceived social exchange. Moreover, the results in Study 2 further revealed that the relationship was less significant among employees with higher levels of moral identity, because the positive relationship between perceived social exchange and employee UPB was weakened by high moral identity. The theoretical and managerial implications were discussed.

Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing

Abstract: Drawing on the ability-motivation-opportunity framework, we develop a multilevel model examining the relationship between high-performance human resource practices and team creativity. Based on an input-process-output perspective, we hypothesize that both ability-enhancing human resource practices and motivation-enhancing practices affect team creativity via team efficacy, while motivation-enhancing practices and opportunity-enhancing practices affect team creativity via knowledge sharing. We verify our hypotheses using data collected from 16 Chinese companies involving 80 work teams. The results show that team efficacy mediates the relationship between ability-enhancing practices and team creativity, and knowledge sharing mediates the relationship between motivation-enhancing practices and team creativity. Theoretical and practical implications for human resource management practices and team creativity are discussed.

When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation

Abstract: Summary This study aims to provide new insights into the reward–creativity link in the Chinese context by exploring the moderating effect of guanxi human resource management (HRM) practice—reflecting the extent to which HR decisions are influenced by personal relationships in an organization—on the relationship between pay for performance (PFP) and employee creativity. Using two independent samples that were composed of 222 and 216 supervisor–subordinate dyads from Mainland China and Taiwan, we found that the effect of pay for performance on creativity was invariantly moderated by perceived guanxi HRM practice in such a way that when guanxi HRM practice was low, PFP had stronger positive effects on creativity. Furthermore, trust in management, as reduced by guanxi HRM practice, mediated this moderating effect. Moreover, moderated path analysis revealed that intrinsic motivation mediated these moderated relationships among PFP, guanxi HRM practice, trust in management, and creativity. Findings shed light on the processes through which, and the conditions under which, PFP may promote creativity. Copyright © 2015 John Wiley & Sons, Ltd.

High-performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality

Abstract: Research on high-performance work system (HPWS) has primarily drawn from social exchange theory and human capital theory to unlock the underlying mechanisms in relation to employee performance. In addition to social exchange theory and human capital theory, a personal resources perspective can also be used to explain the effects of HPWS. In this cross-level research, we examined the mediating roles of social exchange and thriving, and the moderating role of proactive personality in the relationships between HPWS and task performance and organizational citizenship behavior (OCB) by analyzing a sample of 391 employees and 84 supervisors from 21 firms in China. Using multilevel analyses, social exchange and thriving were found to mediate the effects of HPWS on employee task performance and OCB. Furthermore, proactive personality attenuated HPWS’s direct effect on thriving and indirect effects on employee task performance and OCB through thriving. Finally, we discuss theoretical contributions, and practical implications of the study, as well as future research directions.

Pay for performance and employee creativity

Abstract: Purpose – Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore the potential boundary conditions under which reward may or may not promote creativity. The purpose of this paper is to clarify how pay for performance (PFP), a specific type of extrinsic reward awarded in field settings, impacts employees’ creative self-efficacy, and their creativity under varying levels of procedural justice as well as willingness to take risks. Design/methodology/approach – This study used a survey method to investigate nine enterprises in China. A total of 236 matched subordinate-supervisor questionnaires were returned (a 94.4 percent response rate). Because of missing data, the final usable sample comprised 213 subordinate-supervisor matched questionnaires. Findings – The results suggest that for employees with low procedural justice perception or low willingness to take risks, PFP was negatively r...

Leadership, creativity, and innovation: A critical review and practical recommendations

Abstract: Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic analyses and built narrative arguments documenting observed trends in five areas. First, we review and offer improved definitions of creativity and innovation. Second, we conduct a systematic review of the main effects of leadership upon creativity and innovation and the variables assumed to moderate these effects. Third, we conduct a systematic review of mediating variables. Fourth, we examine whether the study designs commonly employed are suitable to estimate the causal models central to the field. Fifth, we conduct a critical review of the creativity and innovation measures used, noting that most are sub-optimal. Within these sections, we present a number of taxonomies that organize extant research, highlight understudied areas, and serve as a guide for future variable selection. We conclude by highlighting key suggestions for future research that we hope will reorient the field and improve the rigour of future research such that we can build more reliable and useful theories and policy recommendations.

Thriving at Work: A Meta-Analysis

Abstract: Thriving at work refers to a positive psychological state characterized by a joint senseof vitality and learning. On the basis of Spreitzer and colleagues' model, we present acomprehensive meta‐analysis of antecedents and outcomes of thriving at work(K= 73 independent samples,N= 21,739 employees). Results showed that thrivingat work is associated with individual characteristics, such as psychological capital(rc= .47), proactive personality (rc= .58), positive affect (rc= .52), and work engage-ment (rc= .64). Positive associations were also found between thriving at work andrelational characteristics, including supportive coworker behavior (rc= .42), support-ive leadership behavior (rc= .44), and perceived organizational support (rc= .63).Moreover, thriving at work is related to important employee outcomes, includinghealth‐related outcomes such as burnout (rc=−.53), attitudinal outcomes such ascommitment (rc= .65), and performance‐related outcomes such as task performance(rc= .35). The results of relative weights analyses suggest that thriving exhibits small,albeit incremental predictive validity above and beyond positive affect and workengagement, for task performance, job satisfaction, subjective health, and burnout.Overall, the findings of this meta‐analysis support Spreitzer and colleagues' modeland underscore the importance of thriving in the work contex

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Abstract: Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL ) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL 's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry.

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

Abstract: Summary Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee–supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low-intrinsic-interest employees was achieved only when these employees interpreted the job requirement as important either because performance-reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice. Copyright © 2016 John Wiley & Sons, Ltd.