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Public service motivation contains distinctive cultural characteristics. Different cultural backgrounds shape public service motives with different connotations and levels. However, the traditional cultural values rooted in historical development and socialization process have not received enough attention in the research on public service motivation. In order to investigate the influence of Confucian culture based on Chinese scenes on public service motivation, in the current study we collected 1308 representative questionnaires from 12 cities in central and eastern China, and adopted the dual fixed effect model and moderating effect model to verify six hypotheses. The empirical results showed that Confucian culture has different effects on public service motivation from four dimensions, namely, attraction to politics and policy making (APP), commitment to public interest (CPI), compassion (COM), and self-sacrifice (SS). The paternalistic leadership plays a part in moderating the influence of Confucian culture on public service motivation. This study not only expands the cross-cultural applicability of the theory of public service motivation in non-western countries, but also supplements the evidence of research on public service motivation in East Asian countries. In practice, it is necessary for the organizations to consider the importance of specific cultural values for organizational culture and personal value orientation. [ABSTRACT FROM AUTHOR]

We examined how the cultural value orientation of employees' traditionality influences their innovative behaviors in a group context. Our belief was that the behavioral influence of traditionality on individual innovation would be contingent upon group traditionality and transformational leadership, as well as the combined moderating effect of these two variables. Participants were 282 employees and their 36 group leaders in a large telecommunication corporation in China. Results revealed that although traditionalists were superior to nontraditionalists in terms of individual innovation, the latter group exhibited greater potential for innovative behaviors when their colleagues were less traditional and/or when they were led by a transformational leader. Moreover, traditionalists were found to be more innovative than nontraditionalists were when group traditionality was high and transformational leadership was low. Research limitations and implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

The findings on the relationship between job demands and job performance have been inconsistent in previous studies. Drawing on social exchange theory, we examined the moderating effect of job security on the job demands -job performance relationship. Three studies with cross-sectional and time-lagged designs were conducted. The results of Studies 1 and 2 consistently demonstrated that job demands significantly improved employee performance in the context of higher job security, whereas job demands impaired performance to some extent when job security was lower. Study 3 replicated these findings and also showed that the positive moderating effect was stronger for employees with lower rather than higher levels of traditionality. The importance of job security to improving employees' performance in stressful workplaces was affirmed. These findings contribute to theories linking job demands to job performance and have practical implications for managers in high-stress environments, especially in developing countries. Practitioner points Job demands may lead to good performance when employees' job security is high., Appropriate human resource practices should promise employees' perceived job security rather than only reducing job demands., Employers should pay more attention to maintaining the social exchange relationships with employees having lower traditional values. [ABSTRACT FROM AUTHOR]

Within the expatriation system in the hospitality industry, a large compensation gap exists between expatriates and local employees. Drawing upon equity and social exchange theories, this paper examines the relationship between the perceived reasonableness of the expatriate–local compensation gap and workplace deviance behaviors (organizational and interpersonal). Moreover, the paper discusses the moderating effect of power distance and traditionality as important cultural boundaries in this relationship. Results of a survey among 46 expatriates and 297 local employees in the Chinese hotel industry indicated that the perceived compensation gap is positively related to the organizational and interpersonal deviance of local subordinates. High traditionality mitigates the effect of the compensation gap on deviance. However, contrary to our expectation, high power distance exacerbates such effect. The paper likewise discusses the theoretical and practical implications of the findings. [ABSTRACT FROM AUTHOR]

Despite researchers’ increasing attention on customer sexual harassment, few studies have investigated its effects on the service performance of frontline employees. This study examined the link between customer sexual harassment, as perceived by frontline employees, and their service performance by focusing on the mediating role of difficulty in maintaining display rules and the moderating role of traditionality. The results from a field survey of 359 supervisor–subordinate dyads in a chain of restaurants in China provided evidence that difficulty in maintaining display rules mediates the negative relationship between customer sexual harassment and service performance. In addition, Chinese traditional values attenuate the relationship between customer sexual harassment and difficulty in maintaining display rules and the mediating effect of difficulty in maintaining display rules. Implications for theory, research and management practice are discussed. [ABSTRACT FROM PUBLISHER]

This study examined the relationships between ethical leadership, as perceived by subordinates, and task performance as well as organizational citizenship behaviour towards the organization ( OCBO) and towards individuals ( OCBI), while lending consideration to the moderating roles of subordinates' workplace friendships and traditionality in China. The results, which were based on two-phase data from a sample of 312 supervisor-subordinate dyads in a manufacturing firm, indicated that ethical leadership positively related to subordinates' OCBO and OCBI. Moreover, subordinates' workplace friendships strengthened the relationship between ethical leadership and task performance, whereas subordinates' traditionality strengthened the relationships between ethical leadership and task performance, OCBO, and OCBI. The theoretical and managerial implications of these results were discussed. Practitioner points Findings provide evidence that enhancing ethical leadership promotes subordinates' OCBO and OCBI., Encouraging employees to develop friendships can enhance the positive effects of ethical leadership on task performance., Encouraging employees to hold traditional values can enhance the positive effects of ethical leadership on task performance, OCBO, and OCBI. [ABSTRACT FROM AUTHOR]

This study addresses a possible moderating effect of cultural values on the relationship between employee beliefs in human resource management (HRM) practices and employee outcomes. Although employee belief regarding internal labor market (ILM) operation within their firms could be positively related to employee commitment and negatively related to their turnover intention, employee cultural values may act as a contextual variable that strengthens or weakens such relationships. We test the moderating effects of two cultural values, traditionality and modernity in the context of Kenya where the blend of these cultural values is an emerging reality, given the rapid pace of urbanization in recent years coupled with effects of globalization and the digital era. Our study indeed found support for the moderating effects of these cultural values. The association between ILM beliefs and employee affective commitment was found to be greater for employees with more traditional values. In contrast, the relationship was weaker for employees with more modern cultural values. These moderating patterns were also found in the relationship between ILM beliefs and turnover intention. Implications for management research, theory, and practice are discussed. [ABSTRACT FROM PUBLISHER]

Purpose – The purpose of this study is to assess how the cultural value orientations of individual employees moderate their attitudinal responses to different categories of organizational rewards. Specifically, it seeks to examine how one dimension of traditionality, respect for authority, moderates the relationship between affective organizational commitment and three variables: pay satisfaction, autonomy and satisfaction with supervision. Design/methodology/approach – Hierarchical regression analysis was utilized to analyze survey data obtained from a sample of 290 employees of a major Chinese airline company. Findings – Employees high in traditionality were found to exhibit higher levels of affective commitment when autonomy and satisfaction with supervision was low. When autonomy and satisfaction with supervision was high employees low in traditionality exhibited higher levels of emotional attachment to the organization. Research limitations/implications – The cross-sectional design is an obvious limitation of the study. Another limitation relates to the generalizability of the study findings outside the context in which the research was undertaken. Social implications – Organizations should consider taking the cultural orientations of their workforce into account when developing appropriate human resource policies aimed at heightening employee commitment. This should enhance employee well-being, which is especially important in a global economy characterized by uncertainty and rapid change. Originality/value – This is the first study to examine how employees with different cultural value orientations respond to different categories of organizational rewards, in a predominantly traditional society. [ABSTRACT FROM AUTHOR]