How does self-performance expectation foster breakthrough creativity in the employee's cognitive level? An application of self-fulfilling prophecy

Abstract

Drawing on self-fulfilling prophecy theory and status boundary conditions, the aim of this research is to test if promotion focus motivation mediates the employees' self-performance expectations towards breakthrough creativity. Besides, this paper also examines whether status stability significantly moderates the relationship between self-performance expectations and promotion focus motivation. The author conducted a longitudinal study and surveyed 380 staff in China with 102 immediate supervisors. In the first phase of data collection, including self-reported measures of team members' self-performance expectation and promotion focus motivation and status stability in the group. In the second phase of time, supervisors rated their team members' breakthrough creativity. Confirmatory factor analysis is conducted to test the reliability and validity of data. Also, hierarchical linear modeling is used to test the hypothesis. The bootstrapping process was adopted to calculate the indirect effect. The results were in line with the expected conceptual framework, Self-performance expectations and promotion focus motivation are found positive to predict breakthrough creativity. Besides, having more stability in status makes the employee more promotion focus, which brings breakthrough creativity from the cognitive level. Supervisors should organize sensitivity training to make them realize what is anticipated from them. Also, a simple nurturing will mobilize the existing cognitive pressure to achieve breakthrough creativity while investing in lower organizational resources. Finally, this model will deliver new insight into employees' motives towards breakthrough creativity, considering the influence of boundary condition and self-performance expectations in the organization.

Evaluation of Employee Empowerment on Taking Charge Behaviour: An Application of Perceived Organizational Support as a Moderator

“…Further, managers may consider other sustainable HR practices ie training on self-actualization, 6 counselling on self-performance expectations, 62 investing in human capital, 63 and providing satisfactory psychological climate 64 to activate the employee empowerment that later can foster employees to engage in positive organizational behaviours. Pay is also termed as suitable HR practice that promotes taking charge behaviour.…”

Does status stability benefit or hurt team creativity? the roles of status legitimacy and team conflict

“…First, this study expands relevant studies in the field of status research. At present, the research on status stability remains in the exploratory stage, and the relevant research has mainly focused on its moderating effect (Bettencourt et al, 2001;Saguy & Dovidio, 2013;Hossain et al, 2020); few studies have discussed its main effect. Accordingly, this research attempts to inaugurate a special study on the impact of status stability on team creativity.…”

“…Obviously, this default hypothesis lacks ecological validity and cannot truly describe the social structures underlying the relationship among team members. Simultaneously, in studies of organizational hierarchy, such as those pertaining to power disparity, status stability has also received extensive attention; however, most such studies focus have focused only on its moderating effect, such as the relationship between group status and intergroup attributes (Bettencourt, Dorr, Charlton, & Hume, 2001), status configuration and group performance (van Dijk & van Engen, 2013), group-based shame and ingroup favoritism (Shepherd et al, 2013), status differences and intergroup relationship (Saguy & Dovidio, 2013), group status and knowledge sharing behavior (Hu & Xie, 2015), self-performance expectations and promotion focus motivation (Hossain et al, 2020) and have neglected its main effect. As one of the important team characteristics, status stability will inevitably have a direct effect on team results, and is called for more attention (Chang et al, 2019).…”