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R&D professionals are the impetus behind technological innovation, and their competitiveness and capability drive the growth of a company. However, high-tech industries have a chronic shortage of such indispensable professionals. Accordingly, reducing R&D personnel turnover has become a major human resource management challenge facing innovative companies. This study combined importance–performance analysis (IPA) with the decision-making trial and evaluation laboratory (DEMATEL) method to propose an IPA–DEMATEL model. Establishing this model involved three steps. First, an IPA was conducted to measure the importance of and satisfaction gained from job satisfaction criteria. Second, the DEMATEL method was used to determine the causal relationships of and interactive influence among the criteria. Third, a criteria model was constructed to evaluate job satisfaction of high-tech R&D personnel. On the basis of the findings, managerial suggestions are proposed.
Based on the social perspective on creativity, which highlights the importance of social network parameters for individual creativity, this study examines the relationship between employees’ proactive personality and their individual creativity in the context of visionary leadership behaviour. Using survey data from 247 employees and their direct supervisors from 54 work teams in China, we find that informal leadership status mediates the relationship between an employee's proactive personality and his/her creativity. We also demonstrate that the link between an employee's informal leadership status and his/her individual creativity is moderated by formal leaders’ visionary behaviour. Overall, a moderated‐mediation model is established such that, when a formal leader shows a high level of visionary behaviour, the relationship between an employee's proactive personality and his/her creativity via informal leadership status is stronger than with a low level of visionary leader behaviour.
Practitioner points
Employees with more proactive personalities should be aware of and take advantage of their potential informal leadership status in work teams for increased individual creativity.
We suggest that managers recognize informal leaders and provide visionary guidance to promote the informal leaders’ creativity.
Subjective career success has long been of interest to scholars because of its importance in the career area. However, the subjective career success literature suffers from the lack of measurement. To fill this void, after reviewing the limitations of the existing instruments, the current study developed a three-dimensional scale of subjective career success based on the framework of Zhou et al. Three independent studies were conducted using three separate samples (N = 244; N = 411; N = 254) in China to examine the reliability and validity of the developmental scale. The results provided evidence of internal homogeneity, structural validity, convergent validity, discriminant validity, and incremental validity of the developed scale. To conclude the study, the limitations of the article and implications for future study were discussed.
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