Search

The industrialized world's workforce is aging. China, as one of the important representative countries in the Asia‐Pacific region, is also experiencing an aging trend. Older people are often viewed as inflexible and unwilling to proactively change their environment or themselves to some extent. Prior studies have also found a negative association between age and proactive behavior. Therefore, breaking this negative cycle of age and proactive behavior becomes significant for the literature on age and management practices regarding older employees. In this paper, we identified job variety as a critical boundary condition and suggested that it would moderate the relationship between age and future time perspective, ultimately affecting proactive behavior. Our model was tested using a multilevel and multisource sample including 36 managers and 193 employees in China. The results showed that when job variety is high, the negative relationship between age and behavior becomes nonsignificant. Further, the interaction between age and job variety influenced proactive behavior through individuals' future time perspective. By identifying the important role of job variety, our study contributes to human resource management interventions for the aging workforce in China and other Asia‐Pacific countries. [ABSTRACT FROM AUTHOR]

Organizations have come to recognize the importance of their human capital, particularly their top-performing employees, in sustaining their businesses in today's competitive 21st-century landscape. To reward these few talented employees, organizations offer them preferential treatment in the form of idiosyncratic deals (i-deals). I-deals can effectively improve the performance of recipients, but this is not enough to demonstrate their management effectiveness. We should also measure their functional impact from the perspective of bystanders. This study seeks to explore the functional and dysfunctional impacts of i-deals on bystanders. We collected two-wave leader–employee matching data from sales teams, obtaining a sample of 108 leaders and 546 employees. The results indicate that coworkers' perceptions of other employees' i-deals (CPOEID) can provoke either malicious envy, which can lead to negative workplace gossip, or benign envy, which encourages feedback seeking. Developmental HRM practices not only lessen the positive effect of CPOEID on malicious and benign envy but also reduce the indirect effect of CPOEID on negative workplace gossip and feedback-seeking through malicious or benign envy. Our study, which applies social comparison theory, examines the double-edged effects of differentiated HRM practices on coworker interactive behavior. Additionally, our findings demonstrate the complementarity between differentiated and standardized HRM practices. [ABSTRACT FROM AUTHOR]

The essence of knowledge management involves the personalized management of talented employees who possess tacit knowledge. Unfortunately, non-standardized practices can lead to negative knowledge behaviors among coworkers, which can hamper beneficial knowledge interactions. This study aims to explore the underlying mechanism of idiosyncratic deals (i-deals) on knowledge hiding from the bystander perspective. We conducted a two-wave on-site survey of 321 knowledge-based employees in Kunshan Industrial Park, China. During the first wave, employees provided information regarding their perceptions of others' i-deals and ethical leadership. Two weeks later, employees reported their effort–reward imbalance (ERI), psychological distress, and knowledge hiding behaviors. To test our hypothesis, we used a hierarchical regression analysis with SPSS 26.0 and a path analysis with Mplus 7.4. The results indicate that (a) coworkers' perceptions of other employees' idiosyncratic deals (CPOEID) have an indirect effect on knowledge hiding via ERI and psychological distress; (b) ERI and psychological distress serially mediate the relationship between CPOEID and knowledge hiding; and (c) ethical leadership not only reduces the positive effect of CPOEID on ERI but also weakens the serial mediation effects of ERI and psychological distress between CPOEID and knowledge hiding. Our investigation, by using a cognitive-emotional processing system framework, provides a new theoretical perspective on the potential dysfunctionality of differentiated human resource management practices. Furthermore, our findings offer evidence for the compatibility of leadership and policy factors, as ethical leadership lessens the destructive effects of management practices. [ABSTRACT FROM AUTHOR]

In accordance with the similarity attraction paradigm, this paper investigates when and how proactive employees can be rated as proactive performers by proposing supervisor-subordinate marital status similarity as a relational moderator and leader-member exchange as the mediator. It therefore advances understanding of performance evaluation of proactive employees. Data from a sample of 471 Chinese employees and their 161 supervisors are used to examine the models hypothesized. The results show that LMX mediates the interaction effect between a proactive personality and supervisor-subordinate marital status similarity on supervisors' evaluations of proactive performance. When proactive employees and their supervisors have similar (dissimilar) marital status, the indirect relationship between proactive personality and supervisor-rated proactive performance via LMX is stronger (weaker). Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Drawing on social learning theory and social information processing theory, we propose that department managers' inclusive leadership, and department-level inclusive climate serially mediate the effect of CEOs' inclusive leadership on employees' well-being. We also posit that organizational structure not only moderates the relationship between CEOs' inclusive leadership and department managers' inclusive leadership, but also plays a role in the relationship between department managers' inclusive leadership and department-level inclusive climate. By analyzing paired data of 106 CEOs, 204 department managers, and 975 employees, we found that department managers' inclusive leadership mediated the relationship between CEOs' inclusive leadership and employees' well-being, but the serial mediation role of department managers' inclusive leadership and department-level inclusive climate in the effect of CEOs' inclusive leadership on employees' well-being was not supported. Organizational structure moderated the relationship between CEOs' inclusive leadership and department managers' inclusive leadership. Specifically, when organizations have organic structures rather than mechanistic structures, the relationship between CEOs' inclusive leadership and department managers' inclusive leadership is stronger. However, the moderating role of organizational structure in the relationship between department managers' inclusive leadership and inclusive department climate was not supported. [ABSTRACT FROM AUTHOR]

Accurate wind power prediction can increase the utilization rate of wind power generation and maintain the stability of the power system. At present, a large number of wind power prediction studies are based on the mean square error (MSE) loss function, which generates many errors when predicting original data with random fluctuation and non-stationarity. Therefore, a hybrid model for wind power prediction named IVMD-FE-Ad-Informer, which is based on Informer with an adaptive loss function and combines improved variational mode decomposition (IVMD) and fuzzy entropy (FE), is proposed. Firstly, the original data are decomposed into K subsequences by IVMD, which possess distinct frequency domain characteristics. Secondly, the sub-series are reconstructed into new elements using FE. Then, the adaptive and robust Ad-Informer model predicts new elements and the predicted values of each element are superimposed to obtain the final results of wind power. Finally, the model is analyzed and evaluated on two real datasets collected from wind farms in China and Spain. The results demonstrate that the proposed model is superior to other models in the performance and accuracy on different datasets, and this model can effectively meet the demand for actual wind power prediction. [ABSTRACT FROM AUTHOR]

Leadership and human resource management (HRM) have attracted growing interest among researchers worldwide. However, existing studies tend to examine the two interrelated variables separately, which may result in potential biases when estimating their effects and miss important implications of their interaction. Drawing on the relevant literature, we articulate the relationship between leadership and HRM and offer conceptual and empirical insights into the opportunities for integrating the two streams of research. We also highlight the importance of contexts when studying leadership and HRM and present an overview of the twelve papers in this special issue that focus on leadership and HRM issues in China. Finally, we propose an agenda for future research to further integrate leadership and HRM. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Hospitality Marketing & Management is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)