Impact of Performance Climate on Overtime Behaviors of New Generation Employees: The Moderating Effect of Perceived Employability and Mediating Role of Job Insecurity

Abstract

In the post-pandemic era, the employment environment in China has been worsening. New generation employees are faced with higher work requirements. Against the backdrop, the "involution" culture has been a mainstream culture of different walks of life. Pressure of competition brought about by "involution" has made overtime behaviors increasingly prevailing among new generation employees. In this background, this research discusses about the impact of organizational performance climate on new generation employees' overtime behaviors as well as the role of job insecurity and perceived employability in the process. Patients and Methods:The data collection is conducted in the currently popular industries. Ultimately, 348 valid questionnaires are collected. Later, the regression analysis and bootstrap methods are used to test the theoretical hypotheses. Results: Organizational performance climate can promote new generation employees' overtime behaviors; job insecurity plays a mediating role between organizational performance climate and new generation employees' overtime behaviors; perceived employability can negatively moderate the correlation between job insecurity and overtime behaviors, and negatively moderate the mediating effect between performance climate and overtime behaviors. Conclusion:Based on conservation of resources theory, this research explains the new generation employees' overtime behaviors formation mechanism under the "involution" culture in China. These results deepen the understanding of the overtime work mechanism according to characteristics of new generation employees and post-pandemic era, which can provide theoretical support and practical guidance for a reasonable control of employees' overtime behaviors under the "involution" culture.

The effect of involution in China society on vicious competition in the workplace --Leadership style as the mediating variable and Leadership-employee Collaboration as the moderating variable

“…Involute refers to a situation in which there is no way to stabilize after reaching a particular final form. However, it is constantly becoming more complex internally (Jha, 2023;Niu& Yang, 2022). "Involution" is a concept first proposed by Geertz in 1963, first used in agricultural analysis, referring to the increasing labor force entering agricultural production in a limited land area.…”

“…This study defines involution as the negative phenomenon of limited and closed resources due to fierce zero-sum competition in a specific social and economic background. Involution is a cutthroat competition (Lu, 2020;Niu& Yang, 2022) and is also reflected in the working environment. Affected by COVID-19, China's internal economic environment is highly under pressure, and many industries are struggling to develop (Meng et al, 2021;Dou et al, 2022), the external competitive pressure of enterprises is constantly transformed into involution of employees, thus making the problem of vicious competition in the workplace (Dou et al, 2022).…”

“…Affected by COVID-19, China's internal economic environment is highly under pressure, and many industries are struggling to develop (Meng et al, 2021;Dou et al, 2022), the external competitive pressure of enterprises is constantly transformed into involution of employees, thus making the problem of vicious competition in the workplace (Dou et al, 2022). Employees no longer demand themselves according to the requirements of work but aggravate the vicious competition environment in the work environment by passive competition (Niu& Yang, 2022), and react with negative work behaviors (Lu, 2021;Niu& Yang, 2022). Employees' work motivation under the background of internalization will become more utilitarian, which leads to vicious competition in the workplace (Bianchi et al, 2017;Dou et al, 2022), which is also detrimental to the long-term development of the organization (Dou et al, 2022).…”

Towards Examining the Link Between Green HRM Practices and Employee Green in-Role Behavior: Spiritual Leadership as a Moderator

“…56 Implementing green HRM practices, the firm's shared message to the workers about pro-environmental policies which are beyond the economic gains, and also pursues to involve workers in the decision-making process related to green behavior. 26,57 Dumont, Shen, Deng 3 stated that to encourage employees to participate in green activities, organisations need to explain workplace green duties via effective job design and assessment, suitable incentives for green behaviour, and increased employee understanding of green principles. As a result, green HRM practices will have a good impact on the psychological green climate of employees and affect employee in-role work behavior positively.…”