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This study aims to examine how reward expectancy mediates the effect of abusive supervision on organizational citizenship behavior. Furthermore, drawing upon regulatory focus theory, this paper proposes and tests the moderating role of promotion focus in the proposed mediating effect.

Both hierarchical regression and PROCESS macro are conducted to analyze longitudinal data collected from 142 MBA students in different industries in the People’s Republic of China.

Results reveal that abusive supervision was negatively related to both organization-directed citizenship behavior (OCBO) and individual-directed citizenship behavior (OCBI) through undermining individual reward expectancies. Results also show that promotion focus moderated the negative effect of abusive supervision on reward expectancy, such that the relationship was stronger when promotion focus was higher. In addition, the indirect effect of abusive supervision on OCBO and OCBI carried through reward expectancy was also stronger among individuals with higher promotion focus.

It contributes to the literature on abusive supervision by offering a new perspective regarding the mechanism of abusive supervision influence on organizational citizenship behavior. The findings thus shed insights into cognitions and motivations that are associated with organizational citizenship behavior. In addition, it is the first to link abusive supervision with regulatory focus theory to examine the decrease of organizational citizenship behavior.

Employees’ information security policy (ISP) compliance exerts a significant strain on information security management. Drawing upon the compliance theory and control theory, this study attempts to examine the moderating roles of organizational commitment and gender in the relationships between reward/punishment expectancy and employees' ISP compliance.

Using survey data collected from 310 employees in Chinese organizations that have formally adopted information security policies, the authors applied the partial least square method to test hypotheses.

Punishment expectancy positively affects ISP compliance, but reward expectancy has no significant impact on ISP compliance. Compared with committed employees, both reward expectancy and punishment expectancy have stronger impacts on low-commitment employees' ISP compliance. As for gender differences, punishment expectancy exerts a stronger effect on females' ISP compliance than it does on males.

By investigating the moderating roles of organizational commitment and gender, this paper offers a deeper understanding of reward and punishment in the context of ISP compliance. The findings reveal that efforts in building organizational commitment will reduce the reliance on reward and punishment, and further controls rather than the carrot and stick should be applied to ensure male employees' ISP compliance.

The purpose of this paper is to test the ability of expectancy motivation theory to explain patrol officer drug arrest productivity, with the hope of identifying ways to influence patrol officer work outputs.

According to expectancy motivational theory, the individual patrol officer's number of drug arrests should be explained by the expectation to make drug arrests, the capability to do so, the opportunity to do so, and the likelihood that these arrests will be rewarded. The present study used survey data from a sample of 401 municipal police officers representing 23 suburban police agencies in one metropolitan area in the Midwestern USA. Multivariate analysis was used to investigate correlations between the officers' perceived work environment characteristics and their individual drug offense arrest productivity.

As predicted, officers who produced the most drug arrests were more likely to have perceived that drug arrests were rewarded by their agency, perceived that management saw drug enforcement as a priority, received specialized training in drug interdiction, and perceived that they had sufficient time in their shift to properly investigate suspected drug offenses.

The limitations of this study include the fact that the sample is limited to suburban police officers in one metropolitan area, and the reliance on primarily self‐reported data on officer arrest outputs.

The present study lends further support to the use of expectancy motivation theory as a viable framework for managing patrol officer work outputs in a law enforcement organization.

The present study holds value for police administrators who seek to better manage patrol officer behavior in the field. It also holds value for scholars of policing who seek to better understand how the organizational work environment influences general tendencies in officer arrest behavior.

This study aims to examine the influence of reward personalization on financing outcomes in the Industry 5.0 era, where reward-based crowdfunding meets the personalized needs of individuals.

The study utilizes a corpus of 218,822 crowdfunding projects and 1,276,786 reward options on Kickstarter to investigate the effect of reward personalization on investors’ willingness to participate in crowdfunding. The research draws on expectancy theory and employs quantitative and qualitative approaches to measure reward personalization. Quantitatively, the number of reward options is calculated by frequency; whereas text-mining techniques are implemented qualitatively to extract novelty, which serves as a proxy for innovation.

Findings indicate that reward personalization has an inverted U-shaped effect on investors’ willingness to participate, with investors in life-related projects having a stronger need for reward personalization than those interested in art-related projects. The pledge goal and reward text readability have an inverted U-shaped moderating effect on reward personalization from the perspective of reward expectations and reward instrumentality.

This study refines the application of expectancy theory to online financing, providing theoretical insight and practical guidance for crowdfunding platforms and financiers seeking to promote sustainable development through personalized innovation.

This study supposes to provide new insights into the role of leader behaviors in motivating employees by examining how and when spiritual leadership and contingent reward leadership facilitate employee vigor at work.

Drawing from self-determination theory (SDT), the current study proposes that spiritual leadership intrinsically motivates employees, whereas contingent reward leadership extrinsically motivates employees – both of which subsequently improve employee vigor at work. The theoretical model was tested through a sample of 191 employees collected across three time points in China.

Results revealed that spiritual leadership positively facilitates employee vigor at work through enhancing their work enjoyment, and employees' need for achievement can amplify the effects of spiritual leadership. In addition, employees' performance-reward expectancy transmits the effects of contingent reward leadership on employee vigor at work, and leaders' performance expectations play a key role in strengthening the positive influences of contingent reward leadership.

Based on SDT, this study provides a comprehensive explanation of how and when two patterns of leader behaviors affect employee vigor at work. Therefore, the authors provide significant insights for leadership and work design in human resource management.

The purpose of this paper is to use expectancy motivation theory to test the influence of organizational work environment on aggregate patrol officer arrest activity with regard to domestic violence incidents.

According to expectancy motivational theory, the aggregate frequency of an individual officer's arrests at domestic violence incidents should be explained by the expectation to make domestic violence arrests, the capability to do so, the opportunity to do so, and the likelihood that these arrests will be rewarded. The present study used survey data from a sample of 401 municipal police officers representing 23 suburban police agencies in one metropolitan area in the midwestern USA. Multivariate analysis was used to investigate correlations between the officers' perceived work environment characteristics and their aggregate domestic violence arrest activity.

As predicted, officers who, in the aggregate, resolved the largest proportion of domestic violence incidents with an arrest, were more likely to perceive that domestic violence arrests were rewarded by their agency; operated under a departmental mandatory arrest policy; had received specialized training in domestic violence investigations; were patrol officers, and worked a night shift.

The limitations of this study include the fact that the sample is limited to suburban police officers in one metropolitan area, and the reliance on primarily self‐reported data on officer arrest outputs.

The present study lends further support to the use of expectancy motivation theory as a viable framework for managing officer work outputs in a law enforcement organization.

The paper holds value for police administrators who seek to better manage officer behavior in the field. It holds value for scholars of policing who seek to better understand how the organizational work environment influences general tendencies in officer arrest behavior. Finally, it holds value for domestic violence reformers who are interested in policy reforms that would increase police enforcement efforts against domestic violence.

To examine the influence of company‐imposed reward systems on the motivation levels of salespeople.

Data were collected from 214 business‐to‐business salespeople. In order to assure the adequacy of the survey instrument, several salespeople were recruited to “pretest” the questionnaire. To test the potential moderating influence of career stage on pay mix and valence, expectancy, and instrumentality estimates, a split‐group analysis was performed. To test the moderating hypotheses for risk, we used two‐step regression models in which the dependent measures (i.e. valence, expectancy, and instrumentality) were first regressed on the predictor variables as main effects, and then regressed on the multiplicative interaction term along with the main effects.

Support was found for many of the hypotheses. In particular, individual‐level variables such as career stage and risk preferences moderate the relationship between pay mix and valence for the reward, expectancy perceptions, and instrumentality perceptions.

Managers must acknowledge that certain salespeople respond positively to fixed salary plans while others respond positively to incentive. In the past, managers might have relied on the salesperson to select the appropriate job for them. Salespeople are not “weeding” themselves out during the recruitment process. As a result, greater importance must be placed on human resource and sales managers during the time of recruitment.

There already exists a robust stream of literature on person‐organization fit that suggests that employees prefer to work for companies that are compatible with their personalities. There is an increasing amount of work in multi‐level research that suggests bridging the macro (organizational) and micro (individual) perspectives will enable researchers to make linkages between research streams that are commonly viewed as unconnected.

Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution.

The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress).

The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress.

The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance.

The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB).

Data were randomly collected from 159 matched supervisor‐subordinate dyads of three engineering firms in Hong Kong in different sites and period of time.

Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI).

Cross‐sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.

The success of leaders lie in whether they are trained to comply with the informational and interpersonal rules as well as show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them.

The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focussed on distributive and procedural justice or situational factors that moderate the justice‐OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non‐North‐America context.

Explains the development of employee empowerment from its beginnings as American academic research to its successful adaptation by the Japanese management and later US management. In its present state employee empowerment or participation flourishes in many different methods of management and takes many different forms in its practice. Examines contingent factors affecting implementation of participative management practices and points out the various dilemmas to avoid.