The purpose of the present study was to investigate the relationships between employee categorization criteria and Chinese managers’ allocation behaviors. Using a vignette approach and a four‐factor within‐subjects design, the effects of relationship (guanxi), loyalty, and competence, as well as their interactions with allocation context (private vs public) were examined. Results showed that subordinates who had a close relationship with the allocator, high loyalty, or high competence were rewarded more. Significant two‐way interaction effects indicated that relationship, loyalty and competence interactively affected Chinese managers’ reward allocation decisions. In addition, the moderating effects of allocation context on these three criteria were also significant. Limitations of the study and suggestions for further research were discussed.
Employee emotional intelligence (EI) was examined in relation to how it influences perceptions of abusive supervision (ASP), psychological distress (PD), and emotional labor burden (ELB). The sample consisted of 372 frontline bank employees in Taiwan. It was found that PD fully mediated
the relationship between ASP and ELB, and EI moderated the relationship between ASP and ELB, weakening the relationship between ASP and ELB for employees with higher EI. PD also partially mediated the interaction of ASP and EI in the prediction of ELB. Practical implications, limitations,
and directions for future research are identified and discussed.
Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.
Kidney diseases can cause severe morbidity, mortality, and health burden. Determining the risk factors associated with kidney damage and deterioration has become a priority for the prevention and treatment of kidney disease. This study followed 1042 chronic kidney disease (CKD) patients with Stage 3–5 kidney disease who were treated at a public veteran’s hospital through the national prevention program. A total of 12.5 years of records of clinical measurements were collected and analyzed using dynamic and static Cox hazard models to predict the progression to dialysis treatment. The results showed that the statistical significance of several variables in patients with Stage 3–5 CKD was attenuated while the dynamic model was being used. The estimated glomerular filtration rate (eGFR) and urine protein to creatinine ratio (PCR) had the powerful ability to predict the progression of CKD patients with Stage 3a and Stage 3b–5 kidney disease, whereas serum calcium was also predictive for the progression of Stages 3b–5 CKD. Because these two sub-stages of Stage 3 CKD are often associated with differences in routine measurements and the risk analysis of renal dialysis, future research can use this predictive model as a reference while similar prevention programs are implemented.
In this study the effects of three key factors (affect, loyalty, and contribution) of the manager-subordinate exchange relationship on two types of reward decision (monetary rewards and nonmonetary incentives) were examined. A policy-capturing approach of 2×2×2 within-subjects
of scenario experiment design was used to examine the effects of the exchange relationship factors on the corporate manager's reward decision in terms of a Taiwan-US comparison. Total valid samples were received from 204 Taiwanese and 172 U.S. managers. The results showed that Taiwanese
managers allocate more rewards to subordinates with a closer affective relationship than do U.S. managers. Conversely, U.S. managers allocate more rewards to higher contributing subordinates than do Taiwanese managers. The limitations of the research are discussed and suggestions for further
research are proposed.
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