We drew on affective events theory to investigate the ways in which workplace fun motivates employees and improves their job performance. Analyzing the data collected from supervisor–knowledge worker subordinate dyads in high-tech organizations in mainland China and Taiwan, we
found that employees' perceived person–organization value congruence moderated the relation between workplace fun and employees' job performance, and this effect was mediated through their experienced fun. We discuss the theoretical and managerial implications of this mediated moderation
mechanism.
Purpose
The purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating effect of change event attributes vis-à-vis value congruence and coping strategies.
Design/methodology/approach
This paper uses a four-dimensional design to examine relationships between P-O value congruence and employees’ coping strategies. It discusses moderating effects of change attributes based on an elaboration likelihood model. The sample includes 242 employees from 34 organizations in China. Data are analyzed by a structural equation model, dominance analysis and hierarchical regression analysis.
Findings
This paper provides empirical evidence that the four dimensions of P-O value congruence have different impacts on employees’ coping strategies with change; and the effects are moderated by employees’ perceived scope of change.
Research limitations/implications
Future research should collect data at different time points during change processes to better understand the influence of value congruence on coping processes. To generalize robustly beyond this case-study requires research across a larger number of individuals and organizations.
Practical implications
According to this paper, value congruence between employees and organizations could be better ensured by considering it as an important factor in the recruitment and selection processes, which is more effective in the long run. This is particularly pertinent for those organizations which experience frequent changes.
Originality/value
First, this paper considers the influences of stable organizational factors and attributes of change events on employees’ coping abilities; these are both ignored in previous studies. Second, it develops a four-dimensional coping with change structure and a two-dimensional measure of change attributes in a Chinese context which are reliable and can thus be employed in future studies.
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