Purpose This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity. Design/methodology/approach Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model. Findings First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect. Practical implications Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing. Originality/value This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

A surface-modified TiO2 nanorod array/P(VDF–HFP) dielectric capacitor has an ultrahigh energy density of 17.5 J cm−3 at 509 kV mm−1.

Although previous researchers have paid significant attention to the effect of feedback on employee behavioral outcomes, few have specifically examined the influence of developmental feedback on employee job performance. In this study we examined the influences of intrinsic motivation and social exchange on the relationship between developmental feedback and job performance. Participants were 202 supervisor-subordinate dyads from 12 enterprises in China. We found that developmental feedback had a significant positive effect on both intrinsic motivation and job performance. In addition, intrinsic motivation had a significant positive relationship with job performance but it also had a partial mediating effect on the relationship between developmental feedback and job performance. Managerial implications and directions for further research are discussed.

Recently, the influence of leader’s personality traits on employee behavior has become an emerging research area. Leaders play a crucial role in any organization because team members look up to them for policy and behavioral guidelines. Based on the social exchange theory, this study is focused on the relationship of employee-perceived leader narcissism and employee voice behavior. Through the analysis of 239 questionnaires, we find that leader narcissism has a significant influence on the motivation of leadership impression management. The narcissistic leader uses impression management that is more likely to have self- serving purpose rather than pro-social motivation. This motivation impacts leader-member exchange (LMX) quality which influences employee voice behavior. This study has significant theoretical and practical implications as it is the first study that empirically verifies the stated relationship in this under-researched area.

The purpose of this quantitative field study is to examine the relationship between perceived leader narcissism and employee proactive behavior, incorporating leader–member exchange (LMX) quality and leader identification as moderators. Within the social identity theory framework, implicit leadership and social categorization theories are used as the underpinning basis for our hypothesized three-way interaction moderation model. The research sample consisted of 90 groups (including 326 employees and 90 leaders) from different companies in China. Results indicate that there is a three-way interaction effect between perceived leader narcissism, LMX quality, and leader identification, which negatively influences employee proactive behavior. Specifically, when LMX quality and leader identification are both at a high level, the negative relationship between perceived leader narcissism and employee proactive behavior is most salient. Theoretical and practical implications are discussed.

We explored the relationship between employee perceptions of leader impression management behavior (self-serving and prosocial) and employee voice behavior from the perspectives of social exchange and social cognition theories. We built a conceptual model in which the importance of the mediating effects of trust and suspicion were emphasized, in order to explain the mechanism of how leader impression management affects employee voice behavior. To test the model, we analyzed empirical data from 71 supervisors and 241 subordinates (71 supervisor–subordinate dyads) employed by companies in central and southern China. The results showed that trust and suspicion both played significant mediating roles in the relationship between leader impression management and employee voice behavior. These findings suggest counterintuitively that trust and suspicion are separate constructs. Managers should consider not only building employee trust but also minimizing employee suspicion as 2 distinct areas of management practice.

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