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Based on social exchange theory and the norm of reciprocity, interactional justice has been proposed to be an important construct in explaining individual performance. However, meta-analytic results have noted the relationship is modest at best. The present study extends the understanding of the justice-performance relationship by empirically examining how interactional justice and political skill interactively influence contextual job performance. Focusing on interpersonal aspects of justice and performance, the paper proposes that the existence of interactional justice will only lead to improvements in interpersonally facilitative behavior if employees recognize this situation as an opportunity to invest their skill-related assets into the organization. The paper aims to discuss these issues.

Integrating research on political skill with social exchange theory, the current study contends that interactional justice stemming from the supervisor will likely lead to employees feeling obligated and/or wanting to help, cooperate, and consider others in the workplace. However, only employees with political skill will be able to recognize the conditions and act appropriately on these conditions. As such, this paper investigates the moderating role of political skill in the interactional justice-performance relationship. The paper used multi-source survey methodology and applied hierarchical moderated multiple regression analysis to test the hypotheses.

Results from 189 respondents indicated that interactional justice was more strongly related to supervisor-rated interpersonal facilitation when employees possessed higher levels of political skill. This suggests that when both interactional justice and political skill are high, the potential for interpersonal facilitation is also high. Conversely, when one or both are low, interpersonal facilitation is less likely.

Previous articulations and evaluations of the relationship between interactional justice, political skill, and interpersonal facilitation have omitted either situational determinants of motivation or individual differences in job-related skills. With the current study, the paper sought to address these omissions by exploring the interactive effects of interactional justice and political skill on interpersonal facilitation.

Adopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.

Surveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.

The results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.

The results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.

This study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

The purpose of this study is to explore an under‐researched, emotion‐focused influence tactic, strategic emotional display, and its interpersonal and career outcomes.

The authors collected data from 258 matched supervisor‐subordinate dyads in a Chinese sample.

The results indicate that individuals who use positive emotions in social influence tend to enhance their access to network resources and career growth potential, and those who use negative emotions in social influence tend to erode their network resources and hinder career growth potential.

A major limitation of the research is that the authors collected data on both strategic emotional display and network resources from the same source at the same time. Supporting prior research, the results indicate that individuals do use emotional expression as a social influence tactic at work, and that different emotion‐focused influence tactics are associated with different outcomes. The study makes evident the need to integrate the emotion and the social influence literature.

The results of the study indicate that employees may need to develop greater awareness of their own emotions, and cultivate the ability to convey emotional cues to others effectively. It also appears that individuals need to be selective in their use of emotion‐focused influence tactics.

The paper integrates social influence and emotion research, and focuses on a ubiquitous yet overlooked influence tactic, strategic emotional display, and shows evidence that it is associated with interpersonal and career outcomes.

Following self-determination theory, the purpose of this paper is to investigate the impact of four motivational profiles (external, introjected, identified regulation, and intrinsic motivation) on work performance (interpersonal, adaptive, task, and dedicative performance). The authors also examined the proposed relations with longitudinal data.

Participants in Studies 1 and 2 were from several companies in China. Employees completed the questionnaires to measure their work motivation, and managers completed the questionnaires to assess the subordinates’ work performance.

In Study 1, the authors found that identified regulation significantly predicted interpersonal performance and adaptive performance. External regulation, introjected regulation, and intrinsic motivation had no significant impacts on interpersonal, adaptive, task, or dedicative performance. In Study 2, the results revealed that identified regulation significantly predicted dedicative and interpersonal performance, but external regulation, introjected regulation, and intrinsic motivation had no significant impacts on the four types of performance. These two studies concluded that only identified regulation strongly predicts work performance.

The study has contributed to the body of knowledge by clarifying that identified regulation is an important type of motivation in the workplace. Managers might therefore focus on supporting employees for identifying with the organizational goals in order to promote better performance.

Based on the goal content theory (GCT), the purpose of this paper is to focus on the essence of goals and examine the associations between different work goal contents (intrinsic and extrinsic goals) and work performance.

The data were collected from 279 employees and their immediate supervisors, and the theoretical hypotheses were tested by correlation and hierarchal regression analyses.

The results of the analyses showed that intrinsic goal content positively predicted task performance, dedicative performance, interpersonal performance, and adaptive performance and that extrinsic goal content positively predicted the task performance and adaptive performance; intrinsic goals were also found to enhance the relationship between extrinsic goals and task performance.

The contribution of the current study is that it explores whether both extrinsic goals and intrinsic goals can contribute to predicting work performance. Moreover, different from previous studies that focus on discussing the separate effects of intrinsic and extrinsic goals on outcomes, the authors aim to study the interaction effect between these goals, which enriches GCT.

This study aims to investigate whether organizational commitment in small and medium-sized family enterprises (FSMEs) is associated with their employees’ contextual performance.

A quantitative and exploratory research approach was adopted focusing on FSMEs based in an inland region of Portugal. These were considered family firms, being owned exclusively by one or a small number of families. The data-collecting instrument was based on a questionnaire, with the final sample being composed of 101 employees.

The results obtained allow the conclusion that in FSMEs, affective commitment has a positive influence on contextual performance, as employees in this firm segment have an emotional connection in the context in which they are situated.

The authors can point out the fact that the strong association between affective commitment and employees’ contextual performance has a relevant role in FSMEs. Therefore, these firms must be aware of this type of organizational commitment, as affective commitment increasingly influences their employees’ and teams’ performance.

The study contributes to advancing theory regarding the relationship between organizational commitment and contextual performance in small and medium-sized enterprises with a family structure. A new dimension of organizational commitment (Imperative) was considered in the family firm context.

Previous research draws on the dualistic model of passion (harmonious and obsessive passion) overlooks how the different two types of passion interact within individuals using a variable-centered approach. The purpose of this paper is to identify work passion profiles and their antecedent and consequences adopting a person-centered approach, and to explain inconsistences in previous studies.

This paper conducts three studies (n=2,749 in total) using a latent profile analysis. Study 1 identifies three work passion profiles, namely, dual passion, pro harmonious passion and pro obsessive passion; study 2 examines dialectical thinking as an antecedent to work passion profile membership; study 3 examines how each profile relates to work performance and well-being.

This paper finds that the participants with a dual passion profile showed higher task performance and subjective well-being than the participants with the other two profiles; the participants with a pro obsessive passion profile were higher in task performance, interpersonal performance and psychological well-being than the participants with a pro harmonious profile.

This paper is the first that uses a latent profile analysis approach to examining work passion configurations. It provides a unique perspective to investigate how different types of passion configure and interact within individuals; it explores an antecedent (i.e. dialectical thinking) and outcomes (i.e. performance and well-being) of the three work passion profiles.

Previous studies have focused on exploring the factors that influence employees' two distinct types of creativity, that is, radical and incremental creativity, while very little attention has been paid to the outcomes of creativity and how the two types of creativity interact within individuals.

The present study addresses this issue by adopting both variable-centered (correlation) and person-centered (latent profile analysis) approaches for three samples of supervisor–employee dyads data from China (n = 159, 213 and 273).

Using variable-centered analysis in sample 1, general creativity was positively associated with the four work performance dimensions, while there was no significant correlation between creativity and well-being. Using person-centered analysis, five very similar creativity profiles were found across samples 2 and 3 based on employees' radical and incremental creativity. These five classes differed in work performance dimensions and well-being, with classes characterized by a high level of incremental creativity profiles reporting a higher level of well-being and classes characterized by a high level of both incremental and radical creativity profiles reporting a higher level of the four work performance dimensions.

Managers are suggested to focus on factors that could promote employees' incremental creativity if they want to have happier and highly performing employees, and they could also focus on factors that could aid employees who may experience costs when engaging in radical creative activities.

The results of the present study contribute to uncover the potential outcomes related to employees' creativity by identifying distinct profiles of creativity types.

The purpose of this paper is to develop and test a model that identifies the impact of organizational justice on work performance. The model examined the mediating role played by organizational commitment and leader‐member exchange (LMX) in linking organizational justice and work performance.

The data were collected from 793 completed questionnaires sampling employees from industries across the People's Republic of China. The questionnaire included scales to measure organizational justice, organizational commitment, LMX, and work performance. The measurement of constructs and the hypothesized relationships among variables were assessed by the use of structural equation modeling. The Baron and Kenny approach was used to test the mediating effects.

First, the relationship of organizational justice to work performance was mostly indirect, mediated by organizational commitment and LMX. Second, among the three kinds of organizational justice, interactional justice was the best predictor of performance. Lastly, organizational commitment accounted for more of the variance than LMX did in the mediating mechanism.

The model developed in this article provides important insights in the study of the relationship between organizational justice and work performance. Future research needs to examine the model using a cross‐national sample.

The link between organizational justice and work performance was mostly mediated by organizational commitment and LMX.

While personality is often deemed important, few studies have examined the relationship between general mental ability (GMA) and job performance for entry‐level service employees. As such, the present study aims to examine the impact of GMA, along with the Big Five personality dimensions, on performance in this context.

Data were collected on servers from multiple units of two large restaurant chains. The employees completed GMA and personality assessments. Managers in Sample 1 provided ratings of service performance and two dimensions of contextual performance – interpersonal facilitation and job dedication. In Sample 2, sales performance data were obtained from company records.

Unlike the Big Five taxonomy, GMA was the only variable to significantly predict all performance criteria.

Successful job performance requires more than habits and motivation rooted in personality; it also requires knowledge acquisition and ongoing problem solving facilitated by GMA.

Managers should consider GMA along with personality in hiring decisions to maximize the prediction of employee performance.

The paper demonstrates that GMA impacts multiple dimensions of server performance, including task and contextual performance.