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A mediated moderation model was to explain how firm-level high-performance work systems (HPWS) affect employee attitudes. Findings indicate psychological capital (PsyCap) partially mediated the relationships between HPWS and attitudes. Furthermore, interactional justice climate strengthened the direct effect of HPWS on PsyCap and attitudes, and indirect effect of HPWS on attitudes. [ABSTRACT FROM AUTHOR]

The turnover literature focuses mainly on the reasons and consequences of turnover, as well as the strategies for reducing employee turnover, paying limited attention to the effect of employee turnover on stayers. In using the social cognitive framework and a time-lagged research design, this study put forward a moderated mediation model and found that: 1) mentor departure was positively associated with focus on opportunities (i.e., the positive aspect of occupational future time perspective); 2) focus on opportunities was positively associated with work engagement; 3) focus on opportunities mediated the relationship between mentor departure and work engagement; 4) trait positive affect enhanced the association of mentor departure with focus on opportunities as well as the whole indirect relationship. This study highlighted the positive effect of mentor departure as well as the effect of personality traits (i.e., trait positive affect) on one's career development. Theoretical and practical implications were discussed. [ABSTRACT FROM AUTHOR]

Despite the widely recognized change of career management in the new career era, little is known about whether the organizational career management practices are different from previous ones and their both possible beneficial and detrimental effects. In this paper, we developed a scale of organizational career management that reflected some features of the new career era based on an open questionnaire and literature review. Two independent studies were conducted (N=320; N=216) to examine the reliability and validity of the scale. The final OCM scale includes four dimensions: boundaryless and autonomy work, diversification, training and development, work-family balance. Further, we tested the effectiveness of the perceived organizational career management based on 179 employees over two months interval. We found both the possible benefits (i.e., higher organizational commitment and less turnover intention) and risks of perceived organizational career management (higher career competency and more likely to leave organizations). The contributions, practical complications, and future research suggestions are discussed. [ABSTRACT FROM AUTHOR]

Whereas past studies focused on a leader's management activity, the present study, by drawing on social cognitive theory, focuses on the influence that a leader's creativity can have on the creativity of their employees in organizational settings and the situational factors that may moderate this relation. We conducted a survey study using a leader-subordinate dyads (194 pairs within 50 groups) sample to test our assumptions. The findings showed: (1) the presence of the leader's creativity has a positive association with the employees' creativity; (2) authoritarian leadership and relative leader-member exchange relationship (RLMX) can respectively moderate this effect; (3) differentiated authoritarian leadership can moderate the link between the presence of the leader's creativity and authoritarian leadership; and leader-member exchange differentiation (DLMX) interacted with the joint condition of the presence of the leader's creativity with RLMX to affect employees' creativity. At the end of this paper, the deficiencies of this study and the potential future directions are discussed. [ABSTRACT FROM AUTHOR]

Subjective career success has long been of interest to scholars due to its importance in the career area. However, the subjective career success literature suffers from the lack of measurement. To fill this void, after reviewing the limitations of the existing instruments, the current study developed a three-dimensional scale of subjective career success based on Zhou et al. (2013)'s framework. Three independent studies were conducted using three separate samples (N=244; N=411; N=254) in China to examine the reliability and validity of the developmental scale. The results provided evidence of internal homogeneity, structure validity, convergent validity, discriminant validity and incremental validity of the developed scale. To conclude the study, the limitations of the paper and implications for future study are discussed. [ABSTRACT FROM AUTHOR]

Adopting a multilevel approach, we propose a mediated moderation model to explain how firm-level high-performance work systems (HPWS) affect employee attitudes (job satisfaction and affective commitment). Analyses of multisource data from 569 employees in 44 firms show that HPWS is positively related to job satisfaction and affective commitment. These relationships were partially mediated by psychological capital (PsyCap). Furthermore, moderated path analysis revealed interactional justice climate strengthened the direct effect of HPWS on PsyCap and attitudes, and indirect effect of HPWS on attitudes. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]