Jian Peng

While increasing evidence supports the workplace benefits of green human resource management (HRM) practices, this research explores how and when employees' experiences with these practices influence their green behaviors at home. Drawing on the work‐home resource model, this study examines the dual mechanisms of green job demands and resources while also exploring the moderating role of proactive vitality management. Study 1, a four‐wave time‐lagged survey, revealed that experienced green HRM practices were associated with both green job demands and green job resources. On the one hand, green job demands led to increased green job fatigue, which in turn reduced green behaviors at home. On the other hand, green job resources fostered green self‐efficacy, which subsequently enhanced green behaviors at home. Importantly, the negative indirect relationship between green HRM practices and green behaviors at home via green job demands and green job fatigue was stronger when employees' proactive vitality management was low, whereas the positive indirect relationship via green job resources and green self‐efficacy was stronger when proactive vitality management was high. Study 2, a four‐wave cross‐lagged survey, replicated the findings of Study 1 and further clarified the causal direction of these relationships. This research contributes to the literature on green HRM practices by uncovering their cross‐domain implications and highlighting both their benefits and costs.

While previous research has highlighted the detrimental impact of the perception of organizational politics (POP) on job performance, we propose that POP can also motivate individuals to develop relationships with their supervisors, thus enhancing employees' job performance. To reconcile these competing perspectives, we draw on transactional stress theory and the approach‐avoidance framework to explore the double‐edged sword effect of POP on job performance. We examine how contrasting appraisals (i.e., challenge appraisals and threat appraisals) and relational coping strategies (i.e., relationship building and interaction avoidance) contribute to this dual effect in a manner that depends on whether employees exhibit an approach temperament or an avoidance temperament. A pilot study identified positive aspects of POP by revealing that POP is positively related to leader–member exchange (LMX) via supervisor‐oriented relationship building. The main study extended the findings of the pilot study by revealing the double‐edged sword effect of POP. Specifically, approach‐oriented employees appraise POP as a challenge and cope with this situation by engaging in relationship building with their supervisors, thus leading to increased LMX and job performance. Conversely, avoidance‐oriented employees appraise POP as a threat and cope with this situation by avoiding interaction with their supervisors, thus leading to reduced LMX and job performance. This study offers valuable insights and new approaches that can help account for the complexities associated with POP.

Scholars and practitioners have long sought to clarify ways to motivate employees to engage in stewardship behaviour, which involves personal sacrifices for the public interest. However, a critical question remains unanswered: How does a supervisor's cultural orientation, admiration, and status conferral determine the persistence or diminishment of employees' stewardship behaviour? Drawing on the moral virtue theory of status attainment, we argue that employees' stewardship behaviour either promotes or diminishes subsequent actions through increased or decreased admiration and status conferral from supervisors, depending on supervisors' cultural orientations. Study 1, a vignette‐based experiment involving 222 participants, revealed that supervisors with a collectivist orientation tend to admire and grant status to employees who exhibit stewardship behaviour, whereas those with an individualist orientation tend to decrease such feedback. Study 2, a four‐wave survey with 302 leader–employee dyads, replicated these findings and further explained the role of status conferral in sustaining or diminishing stewardship behaviour in the future. This research advances stewardship theory by revealing the complex dynamics that sustain stewardship behaviour and provides valuable insights for managers aiming to motivate employees to consistently engage in stewardship behaviour.

Employees respond differently to felt trust from their supervisor. We propose and test an organization‐based self‐esteem (OBSE)‐contingent work engagement model of felt trust that predicts task performance and work‐to‐home conflict. We argue that employees use OBSE as a lens for interpreting felt trust, which has implications for their work engagement and subsequent task performance and work‐to‐home conflict. In Study 1 (a multi‐wave survey in the USA), we found that employees who had higher (lower) OBSE responded more positively (negatively) to felt trust with higher (lower) work engagement. In Study 2 (a cross‐lagged survey in China), we replicated the findings of Study 1 and further showed that felt trust had a positive (negative) relationship with task performance and a negative (positive) relationship with work‐to‐home conflict via work engagement among higher‐ (lower‐) OBSE employees. Our model shifts the thinking on felt trust and has implications for felt trust theory and managerial practice.

Purpose: This research proposes that leader expectations for green creativity promote employee green creativity, as they guide leaders to provide green intellectual stimulation to employees. This relationship exists only when organizations provide sufficient green intellectual capital.Design/methodology/approach: We obtained survey data from 241 employees and their leaders over three waves and conducted regression analyses.Findings: Leader expectations for green creativity evoke leader green intellectual stimulation, which increases employee green creativity. Green intellectual capital strengthens the link between leader green intellectual stimulation and employee green creativity as well as the indirect linkage between leader expectations for green creativity and employee green creativity through leader green intellectual stimulation.Practical implications: This research provides valuable insights into key strategies that organizations and leaders can use to promote employee green creativity, such as expressing expectations, facilitating intellectual stimulation, and providing intellectual capital.Originality/value: This research advances the literature on leadership and employee green creativity by integrating Pygmalion theory and green intellectual capital theory.

Summary: Due to the rapid development of information and communication technologies, employees increasingly feel pressure to engage in work connectivity behavior after regular working hours (WCBA), giving rise to a novel form of job demand known as WCBA demands. This research examined the upside and downside of WCBA demands. Specifically, we defined WCBA demands as stressors that can be appraised by employees as challenges and/or threats. Challenge appraisals are related to job involvement, which in turn leads to job satisfaction and job performance; threat appraisals are related to job‐induced tension, which in turn leads to family dissatisfaction and family incivility. We also examine regulatory focus as a boundary condition underlying the challenge‐threat paradox of WCBA demands. To test the relationships among our hypotheses, we conducted a daily diary survey study of 176 employee‐supervisor‐spouse triads across five consecutive workdays. The findings show that employees with higher levels of promotion focus were more likely to appraise WCBA demands as challenges, which improved their work outcomes via increased job involvement. Employees with higher levels of prevention focus appraised WCBA demands as threats, which undermined their family outcomes via job‐induced tension. Since these findings assume that WCBA demands act as stressors, we conducted a supplemental qualitative study (N = 19) confirming that employees commonly perceive WCBA demands as stressors. The implications for theory and research are discussed.

Purpose: This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP) theory, the authors argue that psychological safety translates leader problem-focused IEM into employee creativity, an impact which is moderated by organizational justice.Design/methodology/approach: Data were collected in two waves from 201 employees and their leaders in China. Regression analysis was used to test the hypotheses.Findings: Leader problem-focused IEM is positively related to employee creativity, and this relationship is mediated by psychological safety. Organizational justice positively moderates the relationship between leader problem-focused IEM and psychological safety as well as the indirect relationship between leader problem-focused IEM and employee creativity via psychological safety.Originality/value: This paper identifies a novel and useful predictor of employee creativity from the perspective of leader problem-focused IEM and provides practical insights for organizations regarding ways of improving employee creativity.