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The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.

The purpose of this paper is to empirically examine the influence of employees’ character strengths of wisdom on stress and creative work performance, assuming stress to be a potential mediator.

The study uses survey questionnaires to gather information. Using the random sampling technique, the data were collected from 753 respondents from 200 organizations of Pakistan. Structural equation modeling was used to analyze data in order to explore proposed relationships.

The findings of the study suggest a positive relationship between wisdom strengths and the creative work performance of employees. In addition, stress was found to be negatively associated with both wisdom strengths and creative work performance.

The study contributes to the existing literature of human resources and positive psychology as the results of the study provide support to develop a link in research between creativity and personality, in general, and character strengths, in particular.

The findings suggest that by incorporating character strengths, firms may develop and foster the means that can expand the bounded rationality of employees to help them promote their creative activity and identify new and better ways to accomplish a task, thus ensuring better performance and increasing the likelihood of human resources becoming a source of competitive advantage.

The study is unique in its scope and implications because it focuses on empirical investigation of the effect of character strengths on stress and creative work performance in the Asian context, particularly in Pakistan.

The purpose of the study is to investigate the effect of transformational leadership on creative performance in managers and the mediation effect of work engagement. The study also explores whether manager autonomy is a moderator of the model.

The authors captured information about transformational leadership, work engagement, creative performance and autonomy, using an experimental design and surveys among a sample of managers. They modeled the first-stage moderated mediation effect using Hayes' PROCESS macro.

The results confirm that transformational leadership is positively related to creative performance in managers. This mediation effect is partially explained by work engagement. Interestingly, autonomy was a significant moderator of the mediation effect.

The findings suggest that learning to practice transformational leadership will positively move companies to increase managers' work engagement and creative performance. These outcomes have been associated with higher productivity and long-term satisfaction, which are predictors of an organization's effectiveness.

This paper closes a gap between transformational leadership and job demands-resources (JD-R) theory by providing evidence on the effects of transformational leadership, work engagement and autonomy on managers' creative performance. The authors supplement existing empirical tests by adopting an experimental design to eliminate potential alternative explanations.

The purpose of this paper is to find the influence of employees’ work values on their creative performance and test the role of knowledge sharing among them.

This work surveyed 387 employees in six companies across three cities to test the research hypothesis model.

The findings reveal that comfort and security (comfort) work values have a significant negative impact on the creative performance, whereas competence and growth (competence) work values and status and independence (status) work values have a significant positive impact on creative performance. Knowledge sharing plays a mediating role between work values and creative performance.

This study reveals the influence mechanism of work values on creative performance from a new perspective and confirms the differing effects of different types of work values on creative performance.

Based on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions between job characteristics and millennial employee creative performance. Drawing on the self-determination theory and the theory of situation interaction, this study proposes hedonic and eudaimonic well-being as dual mediators, to explain the positive effect of job characteristics on millennial employees’ creative performance. Further, the study proposes that inclusive leadership and achieving styles could separately moderate these two mediation paths.

The data comprises information on 288 millennial employees in China.

The results show that both hedonic and eudaimonic well-being mediate the positive effect of job characteristics on millennial employees’ creative performance. The positive effect of job characteristics on millennial employees’ hedonic well-being is stronger when inclusive leadership is stronger; and the positive effect of millennial employees’ hedonic well-being on creative performance is stronger when direct achieving style and instrumental achieving style are stronger. There was no significant moderating effect of inclusive leadership on the relationship between job characteristics and millennial employees’ eudaimonic well-being, and no significant moderating effect of achieving style on the relationship between millennial employees’ eudaimonic well-being and creative performance. Job characteristics exerted a positive indirect effect on employees’ creative performance through employees’ hedonic well-being and that this cascading effect was moderated by inclusive leadership, direct achieving style and instrumental achieving style.

The findings have important implications for both job design practices and employee performance research. Organizations should pay more attention to improving the creative performance of millennials employees through innovative job design or other organizational level motivational drivers. At the same time, the findings in this study align with the findings in Sheldon et al. (2018) study where extrinsic values rather than toward intrinsic values will bring improved hedonic well-being to the individual in the short term. One further practical implication is that if organizations need a short-term boost of creative performance from their millennial employees, organizations can provide more extrinsic motivators. When organizations want to see more long-term creative performance results, intrinsic motivators should be established.

As part of a series of research on Chinese millennial employee management, this paper extends existing research results. First, the authors verify the main effect relationship between job characteristics and employee creative performance. Second, based on the self-determination theory, this study constructs a dual mediation model and tests the mediating effect of hedonic and eudaimonic well-being between job characteristics and employee creative performance. Third, considering the situational characteristics of the study, the authors propose the boundary conditions of the relationship between job characteristics and creative performance from two levels of individual characteristics and leadership types, namely, inclusive leadership and achieving style.

The purpose of this paper is to test the moderating role of work-related stressors on the relationship between voice behavior and the voicer’s creative performance.

The sample comprised 781 full-time employees from 16 companies covering six industries in the central region of China. Hierarchical moderated regression analyses were used to test the hypotheses.

Results showed that voice behavior had significant positive effect on creative performance. The positive relationship between voice behavior and creative performance was stronger for employees with low challenge stressors as well as for employees with high hindrance stressors.

This study employs a cross-sectional design with data collected from the same source.

The findings suggest that employees should be encouraged to voice out their opinions and ideas. Work-related stressors should be treated differently to expand the effects of voice behavior on creative performance.

This study is one of the few to establish boundary conditions from the contextual perspective on the effect of voice behavior on employee performance. Considering whether work-related stressor is a challenge or a hindrance could possibly result in a better understanding of the role of work-related stressors in the voice behavior-creative performance relationship. An empirical evidence is provided for the positive relationship between voice behavior and employee performance outcomes.

Rather than overstating the favorable effects of gamification on work outcomes, the purpose of this paper is to present a more balanced perspective into the effects a gamified human resource management (HRM) system may have on creativity at work. This conceptual paper explores and delineates how employees' interaction with gamification features within a gamified HRM system enables and particularly undermines employees' motivation for workplace creative performance.

The cross-disciplinary nature of this paper necessitates the reliance on theoretical principles, the explanatory and predictive capacities of theories central to human-computer interaction, employee motivation and creativity fields. Thus, the tenets of affordance, self-determination and dynamic componential theory were utilized to analyze the affordance of a gamified HRM system for employees' creative outcomes.

It is discovered that augmenting the HRM system with gamification affordance is crucial amid global market change and increasing digitization. However, incorporating game design elements into work systems does not necessarily guarantee an increase in creative outcomes. On the contrary, the system may equally undermine employees' motivation, which in turn hampers their creative outcomes.

Many gamification papers have more often than not touted the positive effects of such a system on the targeted outcome. Based on the affordance theory which shows that a user's interaction with gamification properties could produce different outcomes (not only favorable ones) and considering the intricacies of employees' motivation and behavioral outcomes at work, this paper takes a more balanced perspective to examine how gamification could generate intended as well as unintended consequences for employees' creativity, which is crucial to overall job performance.

Drawing on mood regulation theories, the purpose of this paper is to examine the impact of employees’ coworker-helping behaviors (OCB-Is) on the relationships between prior negative affect and subsequent job satisfaction and creative performance. The authors hypothesize that employees’ work competence is a moderator of the relation between negative affect and OCB-Is.

Data were collected by the experience sampling method of self-rating (twice per day) and coworker-rating (once per day) over two weeks by 120 administrative employees and their coworkers in a university; 743 available days were obtained.

Multilevel modeling showed that self-rated negative affect during the morning was associated with coworker-rated OCB-Is during the afternoon; OCB-Is were positively associated with self-rated job satisfaction and coworker-rated creative performance during the afternoon; based on an indirect effect, OCB-Is mediated the relationships between negative affect and job satisfaction, and negative affect and creative performance; and employees with high-level work competences tended to engage in OCB-Is more than employees with low-level work competences when experiencing negative affect.

These findings suggest that OCB-Is create a positive reaction by converting negative affect into positive job satisfaction and creative performance and that employees’ work competence is the boundary condition.

Despite a large body of literature on the negative consequences of job insecurity, one outcome – job creativity – has received relatively scant attention. While initial studies established a relationship between job insecurity and creativity, the explanatory mechanisms for this relationship have yet to be fully explored. The paper aims to discuss this issue.

Using threat-rigidity theory and broaden-and-build theory as a conceptual foundation, the authors implemented a two-country temporally lagged research design (the USA (n = 390); China (n = 346)) to test two potential mediating mechanisms – cognitive failures and positive job-related affect – as explanatory variables between quantitative and qualitative forms of job insecurity and self- and other-rated measures of creative performance.

Results from both countries suggest that job-related affective well-being and employee cognitive failures both explained the relationship between job insecurity and creative performance. However, affective well-being was a better explanatory variable for the relation between job insecurity and self-rated creative performance, whereas cognitive failures better accounted for the relationship between job insecurity and performance on an idea generation task.

The authors discuss the implications of these findings from measurement, theoretical and practical perspectives.

The authors extend prior research on the relationship between job insecurity and creativity by: considering both quantitative and qualitative job insecurity, examining their relationships with both self- and other-rated assessments of creative job performance, and testing cognitive and affective mediating mechanisms explaining these relationships.

This paper aims to examine the relationship between workplace fun and three elements of job performance: task performance, organizational citizenship behaviors and creative performance. Positive affect and engagement are proposed as mediators of the relationships between fun at work and performance.

A sample of 245 working individuals who worked in a variety of organizational roles was used. Respondents completed an online survey to assess elements of workplace fun, positive affect and engagement. Participants were also asked to have a supervisor at work complete an online survey to assess their work performance.

Fun at work was positively and directly related to organizational citizenship behavior, and positively and indirectly to both task performance and creative performance. In addition, individuals having fun at work were also more likely to be more engaged in their work, and consequently exhibit greater creative performance.

This paper provides evidence to suggest that a fun working environment results in greater employee engagement and productivity.