The employee organizational citizenship behavior for the environment (OCBE) contributes to the improvement of the organization’s environment, its study is increasing in number. However, the psychological mechanism of promoting employee OCBE is still a missing link. Drawing on the theory of social information processing, this study seeks to establish the impact of green transformational leadership on employee OCBE and the mediating role of green organizational climate in this nexus. In addition, we have integrated environmental concerns to better explain the impact of this differentiation. The results show that: green transformational leadership has a significant positive impact on employee OCBE, and green organizational climate has a mediating effect on the impact of green transformational leadership on employee OCBE. Furthermore, environmental concern not only has a positive moderating effect on the influence of green transformational leadership on green organizational climate, but also positively moderates the impact of the influence of green transformational leadership on employee OCBE. This paper reveals the internal psychological mechanism of improving employee OCBE and provides ideas for promoting the sustainable development of enterprises.

Purpose Drawing on the social exchange and signal theory, this study aims to investigate the impact of developmental HR practices on employees’ career self-management and organizational citizenship behavior (OCB) through the mediating role of direct supervisor’s transformational leadership and the moderating role of perceived organizational support. Methods Data were congregated from 571 employees belonging to a diverse range of organizations in southwest China. Statistical procedures, such as hierarchical regression and bootstrapping analysis based on Hayes’ PROCESS on SPSS 23, were conducted to test the hypotheses. For model fitness, we used AMOS V 22. Results A positive effect of developmental HR practices on employees’ career self-management and OCB was found, which was partially mediated by direct supervisor’s transformational leadership. Moreover, perceived organizational support is anticipated to moderate the indirect relationship among developmental HR practices, career self-management and OCB through supervisor’s transformational leadership. Discussion This study finds that employees’ perceived organizational support should be given more attention by organizations, especially in the context of transformational direct supervisors implementing developmental HR practices. Meanwhile, this study extends the utility of the concept of developmental HR practices to the leadership and career management literature.

Based on the career construction model of adaptation, this study explores the impact of core self-evaluations on career adaptability, with the mediating role of protean career attitudes and moderating role of meritocratic beliefs. The results of the questionnaire survey on 1000 Chinese college students show that: (1) core self-evaluations positively predicted college students’ career adaptability; (2) protean career attitudes mediated the relationship between core self-evaluations and career adaptability; (3) meritocratic beliefs not only moderated the effect protean career attitudes have on career adaptability but also moderated the indirect influence of core self-evaluations on career adaptability through protean career attitudes. These results extend the existing antecedent studies on career adaptability and demonstrate the importance of combining self-mobility beliefs (protean career attitudes) with social mobility beliefs (meritocratic beliefs) in the process of core self-evaluations affecting career adaptability. In conclusion, we hope to further develop the theory of career construction and provide more suggestions for college consultants and students.

Job-search is considered as a developmental task for college students to move from campus to workplace. Based on the self-determination theory, 859 Chinese college students were selected as the study sample and hierarchical regression analysis was used to explore the perseverance of effort and consistency of interest on job-search intensity and clarity. The survey showed that the perseverance of effort has a significant positive effect on the job-search intensity, while it has no significant positive effect on job-search clarity. Consistency of interest has a significant negative effect on job-search intensity and a significant positive effect on job-search clarity. Theoretical and practical implications are discussed and the directions for future research are outlined in this study.

In search of sustainable strategies to improve employees’ work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees’ work engagement based on leader–member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader–member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor’s organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader–member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors’ implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations’ human resources.