Playing It Safe for My Family: Exploring the Dual Effects of Family Motivation on Employee Productivity and Creativity

Zhang, Xinan; Liao, Huiyao; Li, Ning; Colbert, Amy E.

doi:10.5465/amj.2018.0680

Cited by 78 publications

(120 citation statements)

References 82 publications

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“…Finally, by exploring moderators of the family financial pressure-UPFB relationship, we also answered a critical theoretical question for the UPFB construct (Whetten, 1989)-namely, when it happens (i.e., when employees have high family motivation and low organizational identification). By examining family motivation as a boundary condition, our findings shed light the potential detrimental effects of strong family motivation (Menges et al, 2017;Zhang et al, 2020).…”

Section: Theoretical Implicationsmentioning

confidence: 93%

“…The more urgent the need is, the more salient this goal will be. Therefore, when employees are confronted with great family financial difficulties, they are more likely to focus on obtaining financial benefits from their job (Zhang et al, 2020). Many types of UPFBsuch as taking company assets home for family use, submitting family payment receipts to the company for reimbursement, or taking family members to the company premises to enjoy organizational resources-are directly linked to financial gains that can help reduce the financial pressure on the family.…”

Section: Family Financial Pressure and Upfbmentioning

confidence: 99%

“…Specifically, if employees have strong family motivation, they will tend to give more weight to family interests and will view the interests of the family as a primary consideration (Lau, 1981;Zhang et al, 2020). Under such circumstances, employees with high family financial pressure are more likely to frame UPFB as more personally or socially acceptable because UPFB benefits not only themselves but also their families, whom they deeply care about (Chen et al, 2016;Detert et al, 2008).…”

Section: Moderating Role Of Family Motivationmentioning

confidence: 99%

“…Under such circumstances, employees with high family financial pressure are more likely to frame UPFB as more personally or socially acceptable because UPFB benefits not only themselves but also their families, whom they deeply care about (Chen et al, 2016;Detert et al, 2008). Moreover, when family motivation is strong, employees with high financial pressure may cognitively obscure their responsibility for their pro-family unethical actions-perceiving this step as an obligation due to their strong family orientation (Zhang et al, 2020). Finally, when family motivation is strong, family might become the most salient social group that individuals use to categorize self and others.…”

Section: Moderating Role Of Family Motivationmentioning

confidence: 99%

“…Third, we take the first step toward establishing the nomological network of UPFB and, in doing so, answer two important questions about UPFB-namely, why and when UPFB happens. Fourth and relatedly, by examining the strengthening effect of family motivation in the relationship between family financial pressure and UPFB, we add to a small body of literature documenting the potential detrimental effects of strong family motivation (Menges et al, 2017;Zhang, Liao, Li, & Colbert, 2020). From a practical standpoint, our research helps draw practitioners' attention to UPFB and informs them of effective workplace interventions to control this behavior.…”

Section: Introductionmentioning

confidence: 97%

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For the sake of my family: Understanding unethical pro‐family behavior in the workplace

2020

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Summary Unethical behaviors are prevalent and costly in organizations, and much recent research attention has been paid to different forms of workplace unethical behaviors. We contend that the extant research has overlooked an important form of workplace‐related unethical behaviors: unethical behaviors that are conducted to benefit one's family but which violate societal and organizational moral rules, a construct we label as “unethical pro‐family behavior” (UPFB). Our paper systematically conceptualizes UPFB and develops a scale for it. Drawing upon social cognitive theory, we argue that employees with stronger family financial pressure are more likely to employ moral disengagement mechanisms to deactivate moral self‐regulation, resulting in higher levels of UPFB. Additionally, we argue that the proposed relationship is more pronounced when employees have high family motivation but is mitigated when employees have high organizational identification. Two studies are conducted for this paper. In Study 1 (N = 328 for Sample 1; N = 243 for Sample 2; N = 279 for Sample 3; N = 267 for Sample 4), we demonstrate that our UPFB scale has good construct validity and that our construct is differentiable from relevant constructs. In two time‐lagged survey samples in Study 2 (N = 255 for Sample 1; N = 233 for Sample 2), we find support for our hypotheses. Theoretical and practical implications, limitations, and future directions are discussed.

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Section: Theoretical Implicationsmentioning

confidence: 93%

Section: Family Financial Pressure and Upfbmentioning

confidence: 99%

Section: Moderating Role Of Family Motivationmentioning

confidence: 99%

Section: Moderating Role Of Family Motivationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 97%

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For the sake of my family: Understanding unethical pro‐family behavior in the workplace

2020

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The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality

Kwan

2021

Human Resource Management

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The literature often focuses on the positive effects of mentoring, especially for protégés. When mentoring experiences are negative, the assumption is that these negative effects are less detrimental to the mentor than to the protégé, owing to the mentor's greater relative power in the relationship. This study uses ego depletion theory to examine the link between negative mentoring experiences (as rated by protégés) and mentor creativity and focuses on the mediating and moderating roles of mentor ego depletion and mentor traditionality on this link. The results are based on data from 227 protégés, 187 mentors, and 187 supervisors of mentors in Chinese organizations. The findings support a mediating effect of ego depletion on the negative relationship between negative mentoring experiences and mentor creativity. In addition, the study finds that traditionality attenuates both the positive relationship between negative mentoring experiences and ego depletion and the indirect effect of negative mentoring experiences on mentors' creativity through ego depletion. The implications for management theory and practice are discussed.

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Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources

Liu

Taris

et al. 2022

Human Resource Management

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Creativity, or the generation of novel and useful ideas or products, is widely viewed as the cornerstone of organizational innovation and success. However, high pressure to be creative may have mixed implications for employee creativity. In this article, we first systematically conceptualize the nature of the concept of creative performance pressure. Next, building on transactional stress theory, we investigate (a) how creative performance pressure influences employee creativity through different appraisals (i.e., challenge and hindrance) and (b) the moderating role of a job and personal resource (i.e., servant leadership and promotion focus) in the stressor appraisal process. In Study 1, we developed a creative performance pressure scale and assessed its psychometric properties across two samples (N = 181 for Sample 1; N = 253 for Sample 2). In addition, using multi-wave, multi-source data (Study 2), we tested our hypotheses in a Chinese sample (N = 206). The results demonstrated that creative performance pressure can have both positive and negative effects on employee creativity through challenge and hindrance appraisals, respectively. Servant leadership moderated the effect of creative performance pressure on challenge and hindrance appraisals, by transmitting the beneficial and detrimental effects of creative performance pressure to creativity, respectively. Similarly, promotion focus moderated the relationship between creative performance pressure and hindrance appraisal. We discuss future research directions and offer several practical implications for both organizational leaders and human resource (HR) practitioners.

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Playing It Safe for My Family: Exploring the Dual Effects of Family Motivation on Employee Productivity and Creativity

Cited by 78 publications

References 82 publications

For the sake of my family: Understanding unethical pro‐family behavior in the workplace

For the sake of my family: Understanding unethical pro‐family behavior in the workplace

The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality

Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources

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