Asia Pacific Journal of Human Resources最新文献

Employee green behavior is a necessary condition for organizations to achieve sustainable success. Drawing upon self-determination theory, this paper thoroughly investigates the mechanism through which a synergistic combination of multiple antecedents’ influences employee green behavior via qualitative comparative analysis. The findings reveal that no single factor constitutes a necessary condition for high employees' green behavior. However, organizational identification and green self-efficacy play crucial roles in fostering such behaviors. We identify three equivalent pathways for promoting employees' green behavior, namely, “synergistic internal and external environmental orientation,” “psychological climate driven by organizational identity,” and “internal environmental orientation under environmental regulation.” Furthermore, this study uncovers the complementary nature of organizational identity and employee self-efficacy, as well as the substitutability of internal and external environmental orientation. These findings suggest that organizations should focus on fostering a strong organizational identity and enhancing employees' self-efficacy while maintaining a balance between internal and external environmental orientations to effectively promote green behavior among employees.

Job applicants often find themselves stuck in a dilemma when asked about their private information during interviews. In line with the consensus of both the privacy literature and conventional wisdom, applicants tend to answer such questions as they worry about the negative effects of rejection and are motivated to enhance their employment opportunities. In this research, we challenge this belief. Drawing on person–environment fit theory, we argue that for privacy-sensitive jobs, interviewers tend to perceive applicants as having a higher level of person–job fit if they refuse to answer privacy-related questions. We test these propositions with three experiments among experienced interviewers from the United States (Study 1) and China (Studies 2 and 3). Across all three studies, we find that when applying for jobs with high privacy concerns, applicants are perceived to match such jobs better if they refuse to answer privacy-invasive questions. We discuss the implications of these results for privacy in the selection process.

Despite the burgeoning literature on leadership and employees' feedback-seeking behaviors, research linking contemporary leadership styles and feedback seeking is still limited. Our study examines the role of humble leadership on employees' feedback-seeking behaviors. Based on three-wave data from 172 leader-follower dyadic pairs, our results show that humble leadership has a positive effect on feedback-seeking behaviors via employees' affective trust in the leader when the mediating effects of psychological safety and cognitive trust were controlled. Furthermore, the overall mediation effect of affective trust is strengthened by higher levels of employees' perceived human resource management strength. Theoretical and practical implications are discussed.

Grounded on the transactional theory of stress, this study seeks to establish a theoretical framework that simultaneously investigates the benefits and costs of sustainable human resource management (HRM) in developing employee resilience through the parallel paths of challenge–hindrance appraisal. Also, this study investigates the moderation role of trait mindfulness on the sustainable HRM–employee resilience link. We collected three-wave data from 348 employees in Shenzhen, Changsha, and Wuhan in China. Our results have acknowledged that there are two countervailing pathways linking sustainable HRM to employee resilience: a positive path via challenge appraisal and a negative path via hindrance appraisal. Additionally, we elucidated that trait mindfulness buffers the negative indirect effect of sustainable HRM on employee resilience via hindrance appraisal. Interestingly, we failed to verify the strengthening effect of trait mindfulness on the link between sustainable HRM and challenge appraisal.

The pervasiveness of the work-related use of information and communication technologies after hours (W_ICTs) has raised concerns about its impact on employees. However, research on the relationship between W_ICTs and employee outcomes presented inconsistent findings. To address this issue, this study draws on the cognitive appraisal theory of stress to explore the double-edged sword effect of W_ICTs on employee cyberloafing and its boundary condition. By analyzing three-wave survey data from 340 employees in China, this study found that when employees have high job control, W_ICTs is positively associated with their needs satisfaction, which can decrease their cyberloafing. Conversely, when employees have low job control, W_ICTs is positively associated with workplace anxiety, which can increase their cyberloafing. This study contributes to understanding of the mixed effects of W_ICTs on employee behavior in the workplace. Furthermore, this study identifies an important boundary condition that can shape the consequences of W_ICTs for employees. This study provides valuable implications to organizations for effectively managing W_ICTs and mitigating potential negative outcomes in the Asia Pacific context.

Previous studies have indicated that high-performance work systems (HPWSs) influence employees' work outcomes within organization. However, very few studies have investigated the effects of HPWSs from the perspective of followership and job specialization. Drawing from social exchange theory, this study explores the mediating role of followership and the moderating role of job specialization in the relation between HPWSs and employee outcomes. The data from 391 restaurant employee–manager pairs in four stores in China indicate that active engagement followership mediates the effects of HPWSs on employee turnover intention and organizational citizenship behaviors (OCB), and job specialization moderates the direct effects of HPWSs on employee job performance and OCB. Specifically, employees in roles with a higher degree of specialization are more likely to be influenced by HPWSs. The findings provide new insights into human resource practices within organization, emphasizing the roles of followership and job specialization.

Existing psychological contract (PC) research has paid inadequate attention to specific cohorts like new-generation employees and their perceptions of employers' psychological contract fulfillment (PCF). Individuals' expectations and perceptions of employer obligations may differ contingent on age and life experience in different societal contexts. We explore the construct of perceived employer PCF among new-generation employees in China through one pilot study and two formal studies. The pilot study shows that new-generation employees' PCF generally differs from that of previous generations. In Study 1, we use qualitative and quantitative methods to develop a perceived employer PCF scale and find five dimensions: Employee care, positive culture and climate, empowering employees, salary and benefit satisfaction, growth and development. In Study 2, establishment of validity confirms the factor structure of Study 1, indicating the proposed measurement is valid. Our findings have significant implications for research and practice for new-generation employees in China.

This study investigates how gig work challenges influence job withdrawal, mediated by stressors and perceived job insecurity, while considering the moderating effects of playful work design and a caring organizational ethical climate. Drawing on Cognitive–Emotional Systems Theory and the job demands–resources model, data were gathered from 516 Chinese gig workers. Results show that gig work challenges positively impact job withdrawal by triggering stressors and job insecurity. Notably, playful work design moderates this relationship, mitigating the impact of gig work challenges as hedonic job crafting levels increase. However, the caring ethical climate does not significantly influence the relationship between stressors and perceived job insecurity in the gig work context. The findings suggest that promoting playful work design can be an effective strategy to alleviate the negative effects of gig work challenges, thereby enhancing job satisfaction and retention in the gig economy. This study also provides a new perspective on understanding the mechanisms behind gig workers' workplace withdrawal behaviors, deepening the application of the Cognitive–Emotional Systems Theory and the Job Demands–Resources Model in the gig economy.

Work engagement is crucial for organisational success, yet many organisations struggle with low engagement rates. Previous research hints at a potential link between reverse mentoring and work engagement, prompting a deeper investigation into this relationship. Drawing from the Job Demands-Resources (JD-R) framework and Social Exchange Theory (SET), this study examines the impact of reverse mentoring on work engagement, with knowledge sharing as a mediating factor and self-efficacy and perceived organisational support as moderators. Through a survey of 340 middle managers across 10 multinational corporations in Sri Lanka, the study reveals significant effects between reverse mentoring and work engagement, with knowledge sharing playing a crucial mediating role. Additionally, the study demonstrates the moderating influences of self-efficacy and perceived organisational support on work engagement and knowledge sharing, thus contributing novel insights to the existing literature in the shade of JD-R and SET perspectives.