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Person–environment fit is of great importance in organizational behavior research. Drawing from the relations between employees, supervisors, and organizations, this study discusses how the relation between person–organization fit (P–O fit) and person–supervisor fit (P–S fit) affects employees' attitudes and performance. We conducted a field study of 247 employees to test our hypotheses via regression analysis. The results indicate that P–O fit and P–S fit have a positive interactive effect rather than independent effects on employees' organizational commitment. In addition, organizational commitment mediates the interactive relation between fit and employee role-based performance (i.e., job role performance and career role performance). This study sheds light on research into P–E fit by highlighting the multiplicative effect of different dimensions of fit and elucidating the underlying mechanism.

Purpose This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce. Design/methodology/approach This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue. Findings This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace. Originality/value This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

The Five-hundred-meter Aperture Spherical radio Telescope (FAST) was completed with its main structure installed on September 25, 2016, after which it entered the commissioning phase. This paper aims to introduce the commissioning progress of the FAST over the past two years. To improve its operational reliability and ensure effective observation time, FAST has been equipped with a real-time information system for the active reflector system and hierarchical commissioning scheme for the feed support system, which ultimately achieves safe operation of the two systems. For meeting the high-performance indices, a high-precision measurement system was set up based on the effective control methods that were implemented for the active reflector system and feed support system. Since the commissioning of the FAST, a low-frequency ultra-wideband receiver and 19-beam 1.05-1.45 GHz receiver have been mainly used. Telescope efficiency, pointing accuracy, and system noise temperature were completely tested and ultimately achieved the acceptance indices of the telescope. The FAST has been in the process of national acceptance preparations and has begun to search for pulsars. In the future, it will still strive to improve its capabilities and expand its application prospects., Sci. China-Phys. Mech. Astron. 62, 959502 (2019)

Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

The aim of this paper is to renew interest and expand the relationship between organizational structure, societal culture, and its impact by focusing on distinct individual and organizational level...

This study explored the concept of inclusion at both the individual and the organizational levels in the Chinese context. Using interview data from managers and employees of 12 companies located in China with various ownership structures, we conducted content analysis and found similarities between Chinese and Western conceptions of inclusion, as well as some unique characteristics of China. In addition, we identified seven inclusion management practices and three challenges for implementing inclusion management. Finally, the conceptions of inclusion were different across organizational positions and firm ownerships. Overall, this study sheds light on the understanding and management of inclusion for both Chinese companies and multinational companies in China and lays the foundation for future research.

This study explored the effects of human resource diversity management on employee knowledge sharing and the mediating and moderating variables underlying this link, among Chinese employees. Multilevel analyses of the data from 716 respondents in 37 firms revealed that organizational-level HR diversity management practices explained significant variance in employee knowledge sharing. The relationship between HR diversity management and knowledge sharing was fully mediated by employee trust in the organization. Moreover, cooperative norms moderated the second stage of the mediation, which is the relationship between trust in the organization and knowledge sharing. The findings of this research provide important insights into the relationship between HR diversity management and employee work outcomes. Refereed/Peer-reviewed

This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 ...

Interaction avoidance demonstrates that employees have the tendency to hide from leaders, which is defined as a “distant” relationship between supervisors and subordinates (Nifadkar, Tsui, & Ashfor...

There are many literatures focusing on relationships between human resource practices and organizational performance improvement and competitive advantages, but there are few on relationships between human resource practices and organizational innovation. Based on 74 samples, we find though organizations pay many attentions to human resource practices, but individual human resource practice has no significant effect on organizational innovation, while systematical, strategic, human resource bundling practices has significant effect on organizational innovation.

Human resource (HR) diversity management focuses on equality and values employee diversity. Effective HR diversity management is seen as a key to business success. In this study, we developed and t...

Monetary intelligence theory asserts that individuals apply their money attitude to frame critical concerns in the context and strategically select certain options to achieve financial goals and ultimate happiness. This study explores the dark side of monetary Intelligence and behavioral economics-dishonesty (corruption). Dishonesty, a risky prospect, involves cost-benefit analysis of self-interest. We frame good or bad barrels in the environmental context as a proxy of high or low probability of getting caught for dishonesty, respectively. We theorize: The magnitude and intensity of the relationship between love of money and dishonest prospect (dishonesty) may reveal how individuals frame dishonesty in the context of two levels of subjective norm-perceived corporate ethical values at the micro-level (CEV, Level 1) and Corruption Perceptions Index at the macro-level (CPI, Level 2), collected from multiple sources. Based on 6382 managers in 31 geopolitical entities across six continents, our cross-level three-way interaction effect illustrates: As expected, managers in good barrels (high CEV/high CPI), mixed barrels (low CEV/high CPI or high CEV/low CPI), and bad barrels (low CEV/low CPI) display low, medium, and high magnitude of dishonesty, respectively. With high CEV, the intensity is the same across cultures. With low CEV, the intensity of dishonesty is the highest in high CPI entities (risk seeking of high probability)-the Enron Effect, but the lowest in low CPI entities (risk aversion of low probability). CPI has a strong impact on the magnitude of dishonesty, whereas CEV has a strong impact on the intensity of dishonesty. We demonstrate dishonesty in light of monetary values and two frames of social norm, revealing critical implications to the field of behavioral economics and business ethics. Faculty Research and Creative Activity Committee of Middle Tennessee State University The senior author would like to thank Faculty Research and Creative Activity Committee of Middle Tennessee State University and all co-authors' respective institutions for financial support, late Fr. Wiatt Funk, late Prof. Kuan Ying Tang, and Fang Chen Tang for their inspiration, and pay special tribute to Prof. Horia D. Pitariu who passed away on March 25, 2010. WOS:000428611800013 2-s2.0-84955592605