We conceptualized work engagement as a mediator and person–supervisor fit as a moderator for understanding the impact mechanism of organizational commitment on turnover intention. With survey data collected from a sample of 512 building engineers in Taiwan, we tested the total effect moderation model that we proposed in this study via a path analysis procedure using a parametric bootstrap method. Results indicated that work engagement partially mediated the negative effect of organizational commitment on turnover intention, and that the negative relationship between organizational commitment and turnover intention became weaker when person–supervisor fit was closer. Implications for management theory and practice are discussed.

PurposeThis study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.Design/methodology/approachThe theoretical model was tested using two-wave data collected from employees of five firms in southern China.FindingsSubordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.Practical implicationsFirst, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.Originality/valueFirst, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.

PurposeThe purpose of this paper is to investigate the double-edged effects of supervisor bottom-line mentality (BLM) on subordinates' work-related behaviors (work performance and knowledge hiding) and the moderating role of subordinate gender.Design/methodology/approachThe theoretical model was tested using a sample of 218 three-wave multi-source data collected from employees of five firms in southern China.FindingsThe results revealed that supervisor BLM is positively associated with subordinate BLM. Although subordinate BLM can enhance their work performance, it can also lead to knowledge hiding toward coworkers. Furthermore, these indirect effects are moderated by subordinate gender.Practical implicationsManagers should pay more attention to the potential positive and negative consequences of supervisor BLM and intervene to mitigate the negative impact of BLM.Originality/valueThis study is among the first to examine how supervisor BLM can be a mixed blessing and elicit both positive and negative behaviors from their subordinates. Moreover, by illuminating how subordinate gender moderates the relationship between supervisor BLM and subordinates' work-related behaviors, we enrich and extend the BLM literature.

Purpose The purpose of this paper is to investigate the curvilinear relationship between perceived negative workplace gossip and target employee’s task performance, and the moderating roles of perceived organizational support (POS). Design/methodology/approach Using a sample of 275 supervisor–subordinate dyads in a two-wave survey, the authors adopted a hierarchical regression analysis to test the hypotheses. Findings The results revealed that there is a U-shaped relationship between perceived negative workplace gossip and task performance. Moreover, POS moderated the curvilinear relationship such that the curvilinear relationship is more pronounced among those with lower POS. Research limitations/implications This study does not explore the mediating mechanism of how perceived negative gossip affects the target’s task performance. Moreover, as this research was conducted in a Chinese context, the question of the generalizability of the findings calls for more attention. Practical implications When the negative gossip is still in its early stages, managers should realize the potential threat to target employees and take measures to stop and minimize negative gossiping and rumormongering. Furthermore, managers should do their best to find the optimal levels of organizational support for target employees. Originality/value This study is among the first effort to understand how perceived negative gossip can influence the target employees’ performance by proposing and demonstrating a nonlinear relationship. Moreover, by illuminating how POS plays a role in the curvilinear relationship between negative gossip and task performance, the authors not only complement but also extend the literature on workplace gossip and organizational support.

We used identification theory to develop a model of the processes linking leader-member exchange (LMX) to organizational citizenship behavior. Using a sample of 262 supervisorsubordinate dyads collected in China, we found that followers' identification with the leader mediated the influence of LMX on organizational citizenship behavior. We also found that perceived group leader's reputation moderated the relationship between LMX and identification with the leader, in that the relationship was stronger for individuals scoring high on perceived group leader's reputation than it was for those scoring low. Implications for research and practice are discussed.

No abstract

Although researchers have examined the effects of negative workplace gossip on target employees' work-related behavior, it remains unclear when and how personality traits play a role between negative workplace gossip and organizational citizenship behavior (OCB). Drawing upon the transactional model of stress and coping, we posit a mediated moderation model of the effects of self-monitoring and impression management tactics on the relationship between negative workplace gossip and target employees' OCB. By collecting supervisor-subordinate dyadic time-lagged data, we demonstrated that the relationship between negative workplace gossip and OCB was weaker when employees were high self-monitors. In addition, we found that the moderating effects of selfmonitoring were mediated by the use of impression management tactics.

We conceptualized voice self-efficacy as a mediator and perceived delegation as a contextual moderator for researching the effect of proactive personality on voice behavior in a Chinese cultural context. We collected data in 2 waves using a sample of 205 subordinate-supervisor dyads working at 2 finance companies in China. Our results showed that voice self-efficacy partially mediates the relationship between proactive personality and voice behavior, and that perceived delegation has a moderating role in this relationship. Implications for management theory and practice are discussed.