Hai‐jiang Wang
Dados Biográficos
| ID | 4157239 |
|---|---|
| NOME | Hai‐jiang Wang |
| PRENOMES | Hai‐jiang |
| SOBRENOME | Wang |
| ASSINATURA | WANG H J |
| AFILIAÇÕES | Huazhong University of Science and Technology |
| ORCID | 0000-0002-3211-8869 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 16 |
| TOTAL DE CITAÇÕES | 2 |
| TOTAL COMO AUTOR | 16 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2014 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2026 |
| ÍNDICE H | 1 |
Charting the evolution
Integrating prospect theory and regulatory focus theory, we study newcomer LMX trajectories during organizational entry and develop a reference-dependent self-regulation framework that links LMX change to newcomer socialization. We propose that the positive relationship between LMX change and socialization outcomes (role clarity, task performance, and perceived organizational insider status) is mediated by promotion focus and prevention focus. In…
How and when telecommuting enhances employee growth
Purpose Does telecommuting enhance employees’ self-leadership and thereby facilitate thriving at work? By drawing on the socially embedded model of thriving at work, we aimed to explore the interactive effect of telecommuting and perceived visionary leadership on thriving at work through the lens of self-leadership. Design/methodology/approach Two-wave survey data were collected from a sample of 230 Chinese workers. Hierarchical linear regression…
From the outside looking in
Understanding the development of newcomers' job future ambiguity is crucial for their adjustment, especially as the workforce becomes increasingly mobile. Based on Masterson and Stamper's (2003) framework of perceived organizational membership, we examined whether newcomers' experience of psychological contract breach affected their perceived insider status, which in turn influenced their job future ambiguity. We tested our hypotheses using data …
Preparing for a rainy day
Previous research has primarily focused on how employees passively react to job insecurity (e.g., withdrawal). We shift this focus by examining when and for whom job insecurity may relate to proactive career behaviors. Leveraging regulatory focus theory and the diminishing marginal utility principle, we theorize a nonlinear moderated mediation model that links job insecurity to two proactive career behaviors — networking and seeking mentorship — …
Leader humor, workplace gossip, and employee authentic self-expression
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Qualitative Job Insecurity, Negative Work-Related Affect and Work-to-Family Conflict
Job insecurity has become one of the most prominent job stressors for employees. This study focuses on qualitative job insecurity (QJI) and its spillover effects to the family domain. Despite a positive association between QJI and work-to-family conflict revealed in the literature, research on why and when QJI is related to work-to-family conflict is limited. Drawing from Conservation of Resources theory, this paper empirically examines the media…
Why is Crafting the Job Associated with Less Prosocial Reactions and More Social Undermining? The Role of Feelings of Relative Deprivation and Zero-Sum Mindset
Conceptualization and Validation of the Occupation Insecurity Scale (Ocis)
Increased use and implementation of automation, accelerated by the COVID-19 pandemic, gives rise to a new phenomenon: occupation insecurity. In this paper, we conceptualize and define occupation insecurity, as well as develop an Occupation Insecurity Scale (OCIS) to measure it. From focus groups, subject-matter expert interviews, and a quantitative pilot study, two dimensions emerged: global occupation insecurity, which refers to employees' fear …
Preference for quicker offers
People may use the amount of time it takes someone else to reach a particular decision as input that informs their thoughts and feelings about that decision. Building on prior work suggesting that people are more inclined to accept offers that are extended more rapidly, the current research shows that this preference for quicker offers depends critically on whether offers are considered simultaneously along with other offers or individually (i.e.…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour
Drawing on social cognitive theory and social information processing theory, we developed a moderated mediation model in which moral disengagement was theorised as a unique mechanism to explain why employees engage in unethical behaviours after performing illegitimate tasks. Ethical human resource management (HRM) was proposed as a boundary condition that influences this mechanism. We tested the model using time‐lagged supervisor–subordinate matc…
Will newcomer job crafting bring positive outcomes? The role of leader-member exchange and traditionality
A considerable number of college graduates enter the workforce every year. Given increasingly heightened competition, understanding how to transform college graduates into engaged and productive organizational employees is crucial. Although numerous studies on organizational socialization exist, most are generally focused on organizational control. However, as work roles become increasingly dynamic in the changing environment, successful organiza…
Daily Empowering Leadership and Job Crafting
In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day T (a certain day) emp…
Job insecurity and job performance
Organizational justice has been shown to play an important role in employees' affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees' performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees …
Does work engagement increase person–job fit? The role of job crafting and job insecurity
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Does work engagement increase person–job fit? The role of job crafting and job insecurity
Job insecurity and job performance
Organizational justice has been shown to play an important role in employees' affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction effect of job insecurity and organizational justice on employees' performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees …
Will newcomer job crafting bring positive outcomes? The role of leader-member exchange and traditionality
A considerable number of college graduates enter the workforce every year. Given increasingly heightened competition, understanding how to transform college graduates into engaged and productive organizational employees is crucial. Although numerous studies on organizational socialization exist, most are generally focused on organizational control. However, as work roles become increasingly dynamic in the changing environment, successful organiza…
Daily Empowering Leadership and Job Crafting
In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day T (a certain day) emp…
Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour
Drawing on social cognitive theory and social information processing theory, we developed a moderated mediation model in which moral disengagement was theorised as a unique mechanism to explain why employees engage in unethical behaviours after performing illegitimate tasks. Ethical human resource management (HRM) was proposed as a boundary condition that influences this mechanism. We tested the model using time‐lagged supervisor–subordinate matc…
Qualitative Job Insecurity, Negative Work-Related Affect and Work-to-Family Conflict
Job insecurity has become one of the most prominent job stressors for employees. This study focuses on qualitative job insecurity (QJI) and its spillover effects to the family domain. Despite a positive association between QJI and work-to-family conflict revealed in the literature, research on why and when QJI is related to work-to-family conflict is limited. Drawing from Conservation of Resources theory, this paper empirically examines the media…
Why is Crafting the Job Associated with Less Prosocial Reactions and More Social Undermining? The Role of Feelings of Relative Deprivation and Zero-Sum Mindset
Conceptualization and Validation of the Occupation Insecurity Scale (Ocis)
Increased use and implementation of automation, accelerated by the COVID-19 pandemic, gives rise to a new phenomenon: occupation insecurity. In this paper, we conceptualize and define occupation insecurity, as well as develop an Occupation Insecurity Scale (OCIS) to measure it. From focus groups, subject-matter expert interviews, and a quantitative pilot study, two dimensions emerged: global occupation insecurity, which refers to employees' fear …
Preference for quicker offers
People may use the amount of time it takes someone else to reach a particular decision as input that informs their thoughts and feelings about that decision. Building on prior work suggesting that people are more inclined to accept offers that are extended more rapidly, the current research shows that this preference for quicker offers depends critically on whether offers are considered simultaneously along with other offers or individually (i.e.…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Leader humor, workplace gossip, and employee authentic self-expression
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
How and when telecommuting enhances employee growth
Purpose Does telecommuting enhance employees’ self-leadership and thereby facilitate thriving at work? By drawing on the socially embedded model of thriving at work, we aimed to explore the interactive effect of telecommuting and perceived visionary leadership on thriving at work through the lens of self-leadership. Design/methodology/approach Two-wave survey data were collected from a sample of 230 Chinese workers. Hierarchical linear regression…
From the outside looking in
Understanding the development of newcomers' job future ambiguity is crucial for their adjustment, especially as the workforce becomes increasingly mobile. Based on Masterson and Stamper's (2003) framework of perceived organizational membership, we examined whether newcomers' experience of psychological contract breach affected their perceived insider status, which in turn influenced their job future ambiguity. We tested our hypotheses using data …
Preparing for a rainy day
Previous research has primarily focused on how employees passively react to job insecurity (e.g., withdrawal). We shift this focus by examining when and for whom job insecurity may relate to proactive career behaviors. Leveraging regulatory focus theory and the diminishing marginal utility principle, we theorize a nonlinear moderated mediation model that links job insecurity to two proactive career behaviors — networking and seeking mentorship — …
Charting the evolution
Integrating prospect theory and regulatory focus theory, we study newcomer LMX trajectories during organizational entry and develop a reference-dependent self-regulation framework that links LMX change to newcomer socialization. We propose that the positive relationship between LMX change and socialization outcomes (role clarity, task performance, and perceived organizational insider status) is mediated by promotion focus and prevention focus. In…
Psychology (14 obras) · Social Psychology (13 obras) · Job Satisfaction and Organizational Behavior (10 obras) · Employment and Welfare Studies (7 obras) · Social Psychology (6 obras) · Computer Science (5 obras) · Job insecurity (4 obras) · Job performance (4 obras) · Job satisfaction (4 obras) · Management (4 obras)