Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their creative performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee creative performance. These results highlight the importance of employees' self-regulatory behaviors in the creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving creative outcomes.

SummaryBased on the theoretical framework of newcomer sensemaking this study examines factors associated with changes in newcomers' psychological contract perceptions during the socialization process. More specifically, two mechanisms are addressed that could explain changes in newcomers' perceptions of the promises they have exchanged with their employer: (1) unilateral adaptation of perceived promises to reality and (2) adaptation of perceived promises as a function of the reciprocity norm. To test our hypotheses, a four-wave longitudinal study among 333 new hires has been conducted, covering the first year of their employment relationship. Results show that changes in newcomers' perceptions of the promises they have made to their employer are affected by their perceptions of their own contributions as well as by their perceptions of inducements received from their employer. Changes in newcomers' perceptions of employer promises are affected by their perceptions of employer inducements received, but the impact of perceived employee contributions is less clear. The data provide limited support for the idea that the adaptation of perceived promises to perceived inducements and contributions occurs to a stronger extent during the encounter stage than during the acquisition stage of socialization.

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This article explores the added value of the HR function as it is perceived by three groups of managers: top managers, HR managers and line managers. Despite the fact that literature about strategic HRM focuses almost exclusively on the value of the HR function as a strategic partner, it was assumed that its perceived value for the business would not be restricted to the area of strategy formulation and implementation. Several 'result domains' can be distinguished in which the HR function can deliver value to the business. Based on our review of the literature, the degree of strategic involvement of the function was used as a second perspective to investigate its perceived added value. To examine our propositions, a qualitative study was carried out in which 97 HR managers, 38 top managers and 178 line managers participated. The results confirm our thesis that the perceived value of the HR function contains more than just the fulfilment of its role as a strategic partner. Based on our results, an integrated model for the perceived value of the function has been developed.

Cultural intelligence (CQ) is an important construct attracting growing attention in academic literature and describing cross-cultural competencies. To date, researchers have only partially tested the relationship between CQ and its dependent variables, such as performance. In this study, the relationship between CQ and communication effectiveness and job satisfaction is measured in a sample of 225 Chinese managers working for foreign multinational enterprises in China. The results show that CQ plays an important role in reducing anxiety and influencing both communication effectiveness and job satisfaction positively. Another outcome is the unexpected influence of anxiety on job satisfaction but not on communication effectiveness. These findings contribute to the development of theory with regard to the CQ construct.

Purpose - The purpose of this study is two-fold. The first is to relate the negative image of older workers to stereotype threat and to propose that effective retention management should start by replacing this negative image. The second is to assess the needs, perceptions and preferences of older workers regarding their career-ending. Design/methodology/approach - A total of 266 employer questionnaires and 1,290 older worker questionnaires identified the employers' perceptions of older workers and the career-ending needs and preferences of older workers. Findings - The results provide indirect support for the hypothesis that the negative image of older workers forms a self-fulfilling prophecy due to the mechanisms of stereotype threat. Furthermore, the results indicate that job involvement plays a crucial role in the preference for retirement or to keep on working. Research limitations/implications - Stereotype threat promises to be very important when it comes to career-ending measures for older workers. However, the empirical design of the study limits the possibility of drawing direct inferences about the effects of stereotype threat on older workers. Practical implications - Measures and policies aimed at prolonging the participation of older workers at the labor market should be tailored to the specific needs, perceptions and preferences of older workers. Originality/value - The concept of stereotype threat has never been connected with the perceptions of older workers. Further, the assessment of the needs, perceptions and preferences related to the career-ending of older workers has never before been examined in a European study

This paper explores the information-seeking behaviors newcomers engage in relating to their psychological contract and addresses the impact of work values (autonomy, advancement, group orientation and economic rewards) and work locus of control (LOC). We propose that these individual characteristics could explain differences in the frequency with which newcomers search for information about the promises their employer has made to them. A two-wave longitudinal study was conducted in which 527 newcomers from eight organizations participated. The results largely support the proposed relationships between work values and contract-related information seeking, while the relation between work LOC and contract-related information seeking is rather weak. Implications for psychological contract formation are discussed.

Previous studies have indicated positive and negative effects of lean production on employees’ perceived work characteristics and job attitudes. The most detrimental consequence of lean production is a decrease in the perceived job autonomy of workshop employees. To reduce these negative consequences, we propose human resource practices for integration with lean production. Drawing on the job characteristics model, we hypothesized that the implementation of lean production combined with human resource practices would enhance perceived job autonomy, job satisfaction, and operational performance. To evaluate our hypotheses, we used an experimental design consisting of a simulation game that mimics a manufacturing company. We implemented lean production combined with human resource practices in this simulated company. The results indicated a significant increase in perceived job autonomy, job satisfaction, and operational performance. Moreover, the results revealed a positive relationship between job satisfaction and operational performance.