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Article
Publication date: 6 March 2017

Ningyu Tang, Xingshan Zheng and Chiyin Chen

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

Abstract

Purpose

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

Design/methodology/approach

This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue.

Findings

This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace.

Originality/value

This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

Details

Nankai Business Review International, vol. 8 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

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Article
Publication date: 5 February 2018

Chiyin Chen and Ningyu Tang

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences…

Abstract

Purpose

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Design/methodology/approach

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

Findings

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

Originality/value

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

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Article
Publication date: 14 August 2017

Ali Ahmad Bodla and Tang Ningyu

The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based…

Abstract

Purpose

The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them.

Design/methodology/approach

The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model.

Findings

The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance.

Research limitations/implications

Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance.

Originality/value

This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 6 March 2017

Xingshan Zheng, Ismael Diaz, Xiaotao Zheng and Ningyu Tang

The purpose of this paper is to examine the relationships between supervisor-subordinate deep-level similarity and employee taking charge behavior. Face consciousness (FC…

Abstract

Purpose

The purpose of this paper is to examine the relationships between supervisor-subordinate deep-level similarity and employee taking charge behavior. Face consciousness (FC) and managerial competency of inclusion (MCI) are examined as moderators.

Design/methodology/approach

Responses from 193 employees and 51 supervisors were examined using hierarchical linear analysis to assess the relationship between the study variables because employee responses were nested within supervisor.

Findings

Supervisor-subordinate deep-level similarity is positively associated with employee taking charge behavior. Employee FC moderates the relationship between deep-level similarity and taking charge. MCI also moderates the relationships between deep-level similarity and taking charge.

Research limitations/implications

The study is cross-sectional; longitudinal studies are needed to examine the relationships among study variables over time. This work should also be extended to the western context. The findings highlight deep-level similarity as predictive of taking charge while also identifying MCI and FC as important for understanding what predicts taking charge.

Practical implications

The findings can be used to develop managerial training programs that foster competency of inclusion. It is possible to develop organizational interventions (selection and training) to maximize employees and manager congruence/fit.

Originality/value

This study is a novel contribution that investigates facet of proactive behaviors. Examining the moderating roles of FC and MCI further elucidates how similarity fosters taking charge behaviors.

Details

Leadership & Organization Development Journal, vol. 38 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 31 July 2019

Ali Ahmad Bodla, Ningyu Tang, Rolf Van Dick and Usman Riaz Mir

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and…

Abstract

Purpose

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.

Design/methodology/approach

The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.

Findings

Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.

Research limitations/implications

The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.

Practical implications

This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.

Originality/value

The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

Details

Leadership & Organization Development Journal, vol. 40 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 2 April 2010

Ningyu Tang and Gigi Wang

The purpose of this paper is to test the relationship between the five‐factor model (FFM) of personality and job performance in Chinese organizations via meta‐analysis. It…

Abstract

Purpose

The purpose of this paper is to test the relationship between the five‐factor model (FFM) of personality and job performance in Chinese organizations via meta‐analysis. It also aims to look at the moderating effects of job types and rating sources, and give some suggestions for future studies and practical application.

Design/methodology/approach

This paper uses meta‐analysis as its main approach. According to the selecting criteria, nine papers from Chinese Academic Database and Chinese Excellent Graduate Dissertation Database are selected as samples for analysis. Basic statistics, homogeneity test and analysis of variance are used to analyze the data.

Findings

All the five factors of FFM are significantly related to the overall job performance in Chinese organizational context. Conscientiousness has the highest correlation coefficient while neuroticism has a negative relation with the performance. Neuroticism is more related with contextual performance than with task performance. Overall, FFM is related to self‐rating performance more than that with others‐rating performance. Correlations between extraversion and job performances are higher for the teacher group than for the other job groups.

Research limitations/implications

The limitation of the paper is that the sample size is not big enough. The implications of findings are discussed.

Practical implications

The paper shows that under Chinese situation, FFM has significant relation with job performance which implies that FFM can be applied to some activities of human resource management to some extent.

Originality/value

The paper summarizes almost all the empirical studies on the relation between FFM and job performance in China since 1995. This is the first time a meta‐analysis of FFM has been done by using papers published in China. It contributes to the existing literature by extending the research scope and taking Chinese local literature into consideration.

Details

Journal of Chinese Human Resources Management, vol. 1 no. 1
Type: Research Article
ISSN: 2040-8005

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Article
Publication date: 5 August 2014

Xingshan Zheng, Ismael Diaz, Ningyu Tang and Kongshun Tang

The purpose of this paper is to examine optimism and how facets of subordinates’ psychological characteristics, such as their attitudes and personalities, are similar to…

Abstract

Purpose

The purpose of this paper is to examine optimism and how facets of subordinates’ psychological characteristics, such as their attitudes and personalities, are similar to their direct supervisors’ (as person-supervisor deep-level similarity or P-S deep-level similarity) in order to understand their interactions with job insecurity in predicting employee job satisfaction.

Design/methodology/approach

Empirical study had been conducted. Sample firms in this study consist of eight state-run electric power companies and 16 licensed chemical companies in central Hubei Province in China. In total, 368 valid samples were included in the analyses (with a valid return rate of 73 percent). All constructs were rated on a five-point Likert-type response scale. In order to diminish the possibility of common method biases, the authors used participants’ dyad supervisors to rate P-S deep-level similarity and P-S guanxi. The authors tested the hypotheses by implementing hierarchical linear regression.

Findings

The results show that when certain demographic variables (e.g. age, gender, education, post, employment type, income proportion, position) and P-S guanxi are controlled, optimism and P-S deep-level similarity significantly interact with job insecurity to predict job satisfaction. Job satisfaction is bolstered when job security increases among those who report a high level of both optimism and P-S deep-level similarity.

Originality/value

Researchers have found that job insecurity has negative effects on job satisfaction (Sverke et al., 2002). But there is a lack of understanding about the mechanism of how job insecurity affects job satisfaction. In this study, the authors found that optimism and P-S deep level similarity could jointly moderate the relation (and direction) between job insecurity and job satisfaction. The work illustrates how positive traits (such as optimism) and psychological factors (such as P-S deep-level similarity) could affect employee job satisfaction with different levels of job insecurity.

Details

Career Development International, vol. 19 no. 4
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 14 November 2008

Bangcheng Liu, Ningyu Tang and Xiaomei Zhu

The purpose of this research is to investigate how generalisable the public service motivation (PSM) observed in Western society is to China and to examine the effects of…

Abstract

Purpose

The purpose of this research is to investigate how generalisable the public service motivation (PSM) observed in Western society is to China and to examine the effects of public service motivation on job satisfaction.

Design/methodology/approach

Exploratory factor analysis and confirmatory factor analysis techniques are applied to survey data of 191 public servants in China to investigate the generalisability of Western PSM. Using hierarchical regression analysis, the paper examines the effects of the dimensions of PSM on job satisfaction.

Findings

The results show that the public service motivation observed in the West exists in China, but the generalisability of the construct is limited. Three of the four dimensions of public service motivation (attraction to public policy making, commitment to the public interest, and self‐sacrifice) exist in China, but the fourth dimension (compassion) is unconfirmed.

Originality/value

The paper is the first to examine the generalisability and instrumentality of PSM as observed in Western society to China. The results indicate that the public service motivation observed in the West also exists in China, but that the generalisability is limited. Public service motivation emerges from the results as a positively significant predictor of job satisfaction in the public sector of China. It enhances the applicability and meaningfulness of the concept of public service motivation across political and cultural environments.

Details

International Journal of Manpower, vol. 29 no. 8
Type: Research Article
ISSN: 0143-7720

Keywords

Content available
Article
Publication date: 1 February 2010

Abstract

Details

Journal of Chinese Human Resources Management, vol. 1 no. 2
Type: Research Article
ISSN: 2040-8005

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Article
Publication date: 1 February 2000

Yaw A. Debrah and Ian G. Smith

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of…

Abstract

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Details

Management Research News, vol. 23 no. 2/3/4
Type: Research Article
ISSN: 0140-9174

Keywords

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