When Conscientious Employees Meet Intelligent Machines: An Integrative Approach Inspired by Complementarity Theory and Role Theory

Tang, Pok Man; Koopman, Joel; McClean, Shawn T.; Zhang, Jack H.; Li, Chi Hon; Cremer, David De; Lu, Yizhen; Ng, Chin Tung Stewart

doi:10.5465/amj.2020.1516

Cited by 68 publications

(53 citation statements)

References 186 publications

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“…the implications of different levels sugar and lemon content). Second, once participants made recommendations in terms of the product and business features for clients, the robot then combined its own knowledge of the lemonade business with participants' choices to provide further advice (based on Ederer & Manso, 2013 ; see also Tang et al, 2021 ). Participants then submitted their final proposal to the client.…”

Section: Study 2 Methodsmentioning

confidence: 99%

Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

et al. 2022

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The growing trend of introducing robots into employees' work lives has become increasingly salient during the global COVID‐19 pandemic. In light of this pandemic, it is likely that organisational decision‐makers are seeing value in coupling employees with robots for both efficiency‐ and health‐related reasons. An unintended consequence of this coupling, however, may be an increased level of work routinisation and standardisation. We draw primarily from the model of passion decay from the relationship and clinical psychology literature to develop theory and test a model arguing that passion decays as employees increasingly interact with robots for their work activities. We demonstrate that this passion decay leads to an increase of withdrawal behaviour from both the domains of work and family. Drawing further from the model of passion decay, we reveal that employees higher in openness to experience are less likely to suffer from passion decay upon more frequent interactions with robots in the course of work. Across a multi‐source, multi‐wave field study conducted in Hong Kong (Study 1) and a simulation‐based experiment conducted in the United States (Study 2), our hypotheses received support. Theoretical and practical implications are discussed.

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Section: Study 2 Methodsmentioning

confidence: 99%

Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

et al. 2022

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“…A benefit of the full-cycle research approach that we undertook in this article is that, while any given study may have limitations, those limitations are often balanced out by another study (e.g., Tang, Koopman, et al, 2021; Tang et al, 2022). For example, despite the many strong elements of our ESM study (time separation for most variables, controlling for cyclical variation, and using other-sourced data), a limitation is that political correctness and depletion were measured at the same time.…”

Section: Discussionmentioning

confidence: 99%

Walking on eggshells: A self-control perspective on workplace political correctness.

Koopman¹,

Lanaj²,

Lee³

et al. 2023

Journal of Applied Psychology

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Being politically correct involves an understanding that language and behavior can affect others, and a willingness to modify or suppress those words or actions to be sensitive and tolerant toward others. At work, political correctness may manifest as refraining from sharing a risqué joke out of concern of hurting others' feelings, altering language to be gender neutral, suppressing saying something that might be considered rude or insensitive, or avoiding controversial topics altogether. As employees are increasingly entrenched in their own opinions and beliefs, prone to microaggressions, and unwilling to entertain alternate views, political correctness should be of interest to managers and organizations. Yet, little research has been devoted to its study. This oversight is problematic because, although political correctness may manifest out of a concern for others at work, its enactment is also resource intensive-potentially acting as a double-edged sword for employees. To make better recommendations to managers, we must more fully develop our understanding of this understudied phenomenon. We begin the process of developing the nomological network of political correctness by drawing from theory on self-control to examine (a) an antecedent (other orientation) to understand why employees may be motivated to be politically correct with their coworkers, (b) a mechanism (cognitive resource depletion) that explains the cost of workplace political correctness, and (c) home-based outcomes (angry and withdrawn marital behavior) that suggest political correctness may impact others outside of work. Findings across five studies shed light on why employees may be politically correct and the consequences of doing so.

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“…Beyond encouraging helpers to be empowering, there may be other ways to foment competence perceptions among employees. For example, crafting jobs to be more complex or more autonomous (e.g., Tang et al, 2022), cultivating an organizational culture that values employees, or creating circumstances in which employees have small wins, can all assist in enhancing employees’ beliefs about their capabilities (Korman, 1970; Pierce & Gardner, 2004). These, particularly in combination with receiving empowering help, should be beneficial for employees in terms of their daily job performance.…”

Section: Discussionmentioning

confidence: 99%

When, why, and for whom is receiving help actually helpful? Differential effects of receiving empowering and nonempowering help based on recipient gender.

Lee¹,

Simon²,

Koopman³

et al. 2023

Journal of Applied Psychology

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Helping is a foundational aspect of organizational life and the prototypical organizational citizenship behavior, with most research implicitly assuming that helping benefits its recipients. Despite this, when scholars focus on help recipients, the experience is depicted as somewhat aversive that may actually reduce recipient perceptions of competence. The result is a literature at odds as to whether receiving help is beneficial. Our thesis is that this is the wrong question on which to focus. Instead, we submit that more valuable insight can be gained by asking: "when is receiving help beneficial vs. not beneficial, and for whom?" Regarding when, we differentiate between receiving help that is empowering (i.e., offers tools to empower recipients to become more self-reliant) or nonempowering (i.e., offers only immediate, short-term solutions). Regarding for whom, we draw from theory and research on stereotype threat and benevolent sexism to explain why the help recipient's gender is a critical moderator of the link between receiving nonempowering help specifically and competence perceptions. We present a multistudy "full-cycle" approach to test our hypotheses and understand the consequences of receiving empowering versus nonempowering help in more depth. Combined, our results help shift the conversation as noted above, and identify important practical implications that speak to a larger discussion on systematic disadvantages for women at work.

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When Conscientious Employees Meet Intelligent Machines: An Integrative Approach Inspired by Complementarity Theory and Role Theory

Cited by 68 publications

References 186 publications

Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

Using robots at work during the COVID‐19 crisis evokes passion decay: Evidence from field and experimental studies

Walking on eggshells: A self-control perspective on workplace political correctness.

When, why, and for whom is receiving help actually helpful? Differential effects of receiving empowering and nonempowering help based on recipient gender.

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