When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation

Zhang, Yong; Long, Lirong; Wu, Tsung‐Yu; Huang, Xu

doi:10.1002/job.2012

Cited by 81 publications

(88 citation statements)

References 76 publications

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“…Our findings highlighted the role of employee trait‐like intrinsic interest as a contingent factor shaping the relation between external requirements and innovative behavior. In the creativity literature, there have been on‐going debates about the mixed role of extrinsic factors for employee creativity, and recently, some empirical studies and meta‐analyses suggest the importance to examine moderating contingencies when understanding the mixed relations between extrinsic motivators and creativity (e.g., Byron & Khazanchi, ; Malik et al, ; Zhang, Long, Wu, & Huang, ). In this study, we tested how the effect of an extrinsic factor may be contingent on an individual's inherent level of intrinsic interest, a theoretical possibility that was suggested by Deci and Ryan () as well as other researchers (e.g., Hennessey, ; Hennessey & Amabile, ).…”

Section: Discussionmentioning

confidence: 99%

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

2016

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Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee-supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low-intrinsic-interest employees was achieved only when these employees interpreted the job requirement as important either because performance-reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice.Perceived value for the organization Using a three-item scale developed for this study, each employee indicated the extent to which he or she agrees with the following statements (1 = strongly disagree; 5 = strongly agree; α = .76): (1) "My organization will be more effective if I often make suggestions about its rules and policies"; (2) "My organization will perform better if I often S. J. SHIN ET AL.

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Section: Discussionmentioning

confidence: 99%

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

2016

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“…However, the effects of organisational culture on the RCR are not well researched. Similarly, there is some initial evidence that effects of rewards on creativity might also depend upon national culture (Zhang, Long, Wu, & Huang, ). However, how different cultures might affect creativity is still an unanswered question for RC researchers.…”

Section: Directions For Future Researchmentioning

confidence: 99%

Rewards and Creativity: Past, Present, and Future

Malik

Butt

2016

Applied Psychology

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Research on the effects of rewards on creativity has resulted in hundreds of empirical studies and several reviews of the reward-creativity relationship (RCR). Most reviews are retrospective in nature. They have quantitatively summarised and integrated previous research findings, but have largely overlooked the need for a theoretical framework to guide future research. The current systematic review of this literature intends to bridge this gap, based on the findings of 329 papers and book chapters. Our review summarises the theoretical developments in reward-creativity (RC) research, and classifies the literature in three distinct phases, i.e. the emergence of the cognitive perspective; behavioural rebuttal, and convergence. The paper identifies three important gaps in the existing RC literature: (1) the moderating effects of individual, group, organisational, and national-level factors; (2) the mediating role of cognitive and affective states; and (3) the lack of consideration of creativity as a multidimensional construct. Based on these gaps, the paper presents a fourfactor framework to guide future RC research. It identifies potential moderators and mediators of the RCR, and draws attention to creativity as a multidimensional construct.

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“…This special issue collected five papers (i.e., Chen, Chen, et al, ; Chen, Leung, Li, & Ou, ; Vogel et al, ; Zhang, Long, Wu, & Huang, ; and Zheng, Zhu, Zhao, & Zhang, ) that advance the field of contextualized OB research in the Chinese context. These papers can be categorized into four themes according to the various extent of indigenousness or contextualization: indigenous conceptualization and measurement development of a significant phenomenon; theoretical advancement of an indigenous construct; critical application of Western OB concepts/theories in the Chinese context with a contextualized variable; and cross‐cultural comparison.…”

Section: Themes and Contributionsmentioning

confidence: 99%

“…Critical application of Western OB concepts/theories in the Chinese contexts with a contextualized variable involves applying established theories (often developed in the Western context but generally applicable globally) as well as indigenous contextual variables often as the moderating factors to explain OB/Human Resources Management (HRM) phenomena in the Chinese context. Zhang et al's () paper falls under this category. Their focal research question is as follows: When is pay for performance (PFP) related to employee creativity?…”

Section: Themes and Contributionsmentioning

confidence: 99%

“…Their focal research question is as follows: When is pay for performance (PFP) related to employee creativity? In China, as Zhang et al () noted, PFP was originally adopted by the reformists to boost productivity in Chinese firms and enhance pay equity by reducing the influence of traditional practices such as guanxi (Tsui & Farh, ). The Western theories they employ are cognitive evaluation theory and organizational justice theory.…”

Section: Themes and Contributionsmentioning

confidence: 99%

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Editorial: Taking an indigenous approach to study organizational behavior in China

Zhu

Law

et al. 2015

J Organ Behavior

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Since the late Chinese leader Deng Xiaoping's "reform and open policy" started in 1978, China's economy has been growing rapidly and today is the second largest economy in the world. In the globalization age, China's economy has become more integrated and increasingly interdependent with the rest of the world. In this historical transformative moment, practitioners and academics alike have shown growing interests in management and organizational behavioral (OB) issues in the Chinese context. For example, we have seen an increasing number of OB studies using Chinese samples published in international OB and management journals each year. Although these OB studies have undoubtedly shed light on the uniqueness and complexity of OB issues in China, most of these studies tend to rely heavily on Western OB theories and paradigms in testing their proposed hypotheses and make little reference to the contextual factors or indigenous theorization process (Jia, You, & Du, 2011). Thus, there is still very limited evidence to suggest that these OB theories developed in the Western contexts are fully aligned with traditional Chinese culture and history, and current economic, social, and cultural developmental stages.The need for contextualized OB research has been promulgated for more than a decade. Rousseau and Fried (2001) cited two reasons for the importance of contextualization of OB research: the internationalization of the OB research domain and the diversification of work and work settings in different cultures. Tsui (2004) made a distinction between context-embedded research and context-specific indigenous research based on the degree of contextualization. Whereas context-embedded research is "context-sensitive" and explicitly models contextual factors as either main effects or as moderators, the indigenous research goes beyond testing an existing theory to use scientific methods to study local phenomena by using local language, local subjects, and locally meaningful constructs (Tsui, 2004(Tsui, , 2006. Jia et al. (2011) have recently evaluated 259 articles published in six leading general management and organization journals between 1981 and 2010, which use the Chinese context for their theoretical contributions to management and organization research, and found few of them showing serious attention to context in terms of theorizing and measurement. Thus, there is a strong need for contextualized OB research in the Chinese context. Themes and Contributions

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When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation

Cited by 81 publications

References 76 publications

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective

Rewards and Creativity: Past, Present, and Future

Editorial: Taking an indigenous approach to study organizational behavior in China

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