Good marriage at home,creativity at work: Family–work enrichment effect on workplace creativity

To advance the understanding of socio‐relational sources of employee creativity, we investigate the effect of a good marriage on workplace creativity. Drawing on family–work enrichment theory, we propose and test the idea that a satisfying marriage boosts a spillover of psychological resources from family to work that enhances employees' workplace creativity. Using survey data collected from 548 spouse–employee–supervisor triads, we find an indirect positive relationship between employees' marital satisfaction and workplace creativity through a spillover of psychological resources from family to work. We also find that this spillover is most pronounced when both employees and their spouses are satisfied with their marriage. The results further demonstrate that the indirect effect of marital satisfaction on workplace creativity through the spillover of psychological resources is significant for employees with a low creative personality, but not for those with a high creative personality. Copyright © 2017 John Wiley & Sons, Ltd.     

Rewards and employee creative performance: Moderating effects of creative self‐efficacy,reward importance,and locus of control

The effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Specifically, we propose that extrinsic rewards for creativity positively predict creative performance only when employees have high creative self‐efficacy and regard such rewards as important. We likewise propose that extrinsic rewards positively affect the intrinsic motivation of employees with an internal locus of control, thus enhancing their creative performance. Results based on a sample of 181 employee–supervisor dyads largely supported these expectations. The current analysis enriches the creativity literature by combining different perspectives in a coherent framework, by demonstrating the positive effects of extrinsic rewards on intrinsic motivation, and by demonstrating that the rewards–creativity relationship varies across employees depending on their individual differences. Copyright © 2014 John Wiley & Sons, Ltd.     

Routinization,work characteristics and their relationships with creative and proactive behaviors

Researchers have claimed that routinization hinders creativity. However, empirical evidence for this assumption is sparse. In this study, we argue that routinization may be beneficial for creativity and related behavior due to available resources that can be used to develop new ideas while working. We examine the relationship between routinization and four work characteristics (job control, job complexity, time pressure, and supervisor support) on the one hand and a range of creative and proactive behaviors on the other hand in a randomly selected sample of 278 employees of a German high‐tech company. Regression analyses reveal that in addition to work characteristics, routinization is generally positively related to creative and proactive behaviors. Ways to enhance routinization and thereby creative and proactive behaviors are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Who and what is fair matters: A multi‐foci social exchange model of creativity

To better understand the role of fairness in creativity, we developed and tested a multi‐foci social exchange model of creativity. Specifically, we examined the effect of both the organization and supervisor as distinct sources of interpersonal and informational justice types on creativity through the mediating mechanisms of trust and social exchange relationships. The data were collected from 205 employees and their supervisors at a large chemical engineering plant in India. Structural equation modeling was used to test the model. Results show that both interpersonal and informational justice types influence creativity via different mechanisms but both justice types were not equally important for employee creativity. Copyright © 2010 John Wiley & Sons, Ltd.     

A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors

Employee engagement has recently been introduced as a concept advantageous to organizations. However, little is known about the value of employee engagement in explaining work performance behaviors compared with similar concepts. The learning climate, defined as the organization's beneficial activities in helping employees create, acquire, and transfer knowledge, has also been proposed as an antecedent of employee engagement. Using data from a sample of 625 employees and their supervisors in various occupations and organizations throughout Israel, we investigated employee engagement as a key mechanism for explaining the relationship between perceptions of the organization's learning climate and employees' proactivity, knowledge sharing, creativity, and adaptivity. We also tested whether employee engagement explained the relationship more thoroughly than similar concepts such as job satisfaction and job involvement. Multilevel regression analyses supported our hypotheses that employee engagement mediates the relationship between the perceived learning climate and these extra‐role behaviors. Moreover, engagement provides a more thorough explanation than job satisfaction or job involvement for these relationships. The implications for organizational theory, research, and practice are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.     

Context matters: Combined influence of participation and intellectual stimulation on the promotion focus–employee creativity relationship

In this paper, we examined the interactive effects of two contexts—participation and intellectual stimulation, and promotion focus on creativity. On the basis of a multi‐organization sample of 213 employees, we tested and found that although promotion focus was positively related to creativity, the relationship between promotion focus and creativity was most positive when both participation and leader intellectual stimulation were high. We discuss the way contexts in combination influence employee creativity for promotion‐oriented individuals, through increasing decision latitude as well as stimulating and promoting creativity. Copyright © 2011 John Wiley & Sons, Ltd.     

Multifoci effects of injustice on counterproductive work behaviors and the moderating roles of symbolization and victim sensitivity

Past research suggests that employees, in response to workplace experiences, selectively engage in targeted counterproductive work behaviors (CWBs). Taking a retributive justice and target similarity perspective, we predict that employee perceptions of unfairness from the organization uniquely predict CWB specifically targeted at the organization whereas employee perceptions of supervisory unfairness uniquely predict CWB specifically targeted at the supervisor. We further hypothesized that moral identity‐symbolization would strengthen these target‐similar relationships. Finally, drawing from the sensitivity to mean intentions model, we hypothesized that victim sensitivity would not only strengthen these target‐similar relationships but also lead to cross‐foci effects of multifoci fairness perceptions on targets of CWB. Results from 3 field studies of full‐time employees provided support for most of our hypothesized relationships.     

An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.     

Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure

We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self‐reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor‐rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.     

Who takes the lead? A multi‐source diary study on leadership,work engagement,and job performance

Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self‐leadership strategies are more effective when employees have a low need for leadership. A sample of 57 unique leader–employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks. The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self‐leadership strategies. Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs. low) need for leadership and that the opposite was true for employee self‐leadership. These findings contribute to our understanding of the role of employees in the transformational leadership process. Copyright © 2015 John Wiley & Sons, Ltd.     

A social identity perspective on leadership and employee creativity

This research uses a social identity analysis to predict employee creativity. We hypothesized that team identification leads to greater employee creative performance, mediated by the individual's creative effort. We hypothesized that leader inspirational motivation as well as leader team prototypicality would moderate the relationship between identification and creative effort. Consistent with these predictions, data based on 115 matched pairs of employee‐leader ratings in a research and development context showed an indirect relationship between team identification and creative performance mediated by creative effort. The analyses also confirmed the expected moderated relationships. Leader inspirational motivation enhanced the positive association between identification and creative effort, especially when leader prototypicality was high. We discuss the value of social identity analyses of employee creativity and of the integration of social identity and transformational leadership analyses. Copyright © 2009 John Wiley & Sons, Ltd.     

Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations

Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. By drawing on the person–situation interaction perspective, we propose that both intrinsic motivation and extrinsic rewards predict creativity but of different types. Thus, we diverge from the view that creativity is a uniform criterion domain by adopting the distinction between radical and incremental creativity. Our empirical analysis of 220 independent employee–supervisor dyads confirmed that intrinsic motivation and extrinsic rewards predict radical and incremental creativity, respectively. Moreover, the effects of intrinsic motivation on radical and incremental creativity are more positive for employees with higher learning goal orientation. By contrast, the effect of extrinsic rewards on incremental creativity is more positive for employees with higher performance goal orientation. This study offers elaborate and nuanced perspectives and insights into the role of different motivational processes in the development of different types of creativity.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

Customers as contributors and reliable evaluators of creativity in the service industry

Using hair stylists, we examined the nature of creativity in a service setting and the impact of customers as part of the social context for employee creativity. We also assessed whether customers could serve as reliable evaluators of creativity. To do so, we collected data from multiple sources: service providers, supervisors, and customers. Results demonstrated that customer input and customer affective‐based trust made significant, positive, and independent contributions to service‐related creativity. Moreover, customers in the service industry proved to be reliable raters of employee creativity, compatible with supervisors. Finally, input and trust were associated differently with service‐related and organization‐related creativity. Copyright © 2008 John Wiley & Sons, Ltd.     

Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior

An increasing number of scholars and practitioners have emphasized the importance of ‘feelings of ownership’ for the organization (even when employees are not legal owners). In this exploratory study, we examine the relationships of psychological ownership with work attitudes and work behaviors. We start by developing hypotheses based on the psychology of possession and psychological ownership literatures. We then test these hypotheses with data from three field samples, using responses from over 800 employees, as well as manager and peer observations of employee behavior. Results demonstrate positive links between psychological ownership for the organization and employee attitudes (organizational commitment, job satisfaction, organization‐based self‐esteem), and work behavior (performance and organizational citizenship). More important, psychological ownership increased explained variance in organization‐based self‐esteem and organizational citizenship behavior (both peer and supervisor observations of citizenship), over and above the effects of job satisfaction and organizational commitment. Contrary to prior theoretical work on psychological ownership, results, however, fail to show an incremental value of psychological ownership in predicting employee performance. Copyright © 2004 John Wiley & Sons, Ltd.     

Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research

Employee creativity is critical for an organization's innovativeness and survival in today's competitive business environment. As such, scholars have devoted significant attention to the predictors of employee creativity, seeking to understand how to best increase employees' creative output. However, employee creativity may not always translate into organizational innovation and performance. In fact, employee creativity may result in various outcomes for creative individuals, their coworkers, teams, and organizations. While there have been several integrative reviews on the antecedents of creativity, an in-depth review of the outcomes of creativity is still needed to gain a holistic understanding of the benefits and costs of employee creativity and identify fruitful areas for future research. Thus, we aim to provide a comprehensive multilevel examination of the theories, methods, and creativity-related constructs used to examine the outcomes of creativity. We also provide several theoretical and empirical opportunities for future research. This review may provide managers with knowledge of the pros and cons of employee creativity, enabling them to make informed decisions on how to better manage employee creativity.     

Differential effects of strain on two forms of work performance: individual employee sales and creativity

In this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge the importance of work and non‐work sources of strain as well as the multidimensional nature of work performance. We test the proposed relationships with data collected over six months from a field sample of 195 hair salon stylists (personal service workers who interact directly with customers and provide services directly to individuals and not to other firms). Results demonstrate a positive relation between work strain and individual employee sales performance and a negative relation between home strain and employee creativity at work. Leader–member exchange moderated the effects of work strain and home strain on creativity. We discuss findings and implications, emphasizing multiple roles, the importance of differentiating types of strain, and the multidimensionality of work performance. We conclude by suggesting that strain may be particularly relevant to work performance of employees in jobs like those in our sample which are characterized by high social interdependence and low task interdependence. Copyright © 2001 John Wiley & Sons, Ltd.     

Intra‐individual variability in job complexity over time: Examining the effect of job complexity trajectory on employee job strain

Drawing on gestalt characteristics theory, we advance the literature on the effect of job complexity on employee well‐being by considering intra‐individual variability of job complexity over time. Specifically, we examine how the trend, or trajectory, of job complexity over time can explain unique variance of employee job strain. Across two longitudinal data sets, we consistently find that, with the average level of job complexity during a given period held constant, a positive job complexity trajectory (i.e., an increasing trend in complexity) is associated with higher employee job strain. Based on job‐demand‐control theory and the exposure‐reactivity model, we further establish that job autonomy and employee emotional stability jointly moderate the relationship between job complexity trajectory and employee job strain. Specifically, for employees with high emotional stability, job autonomy mitigates the job strain brought by positive job complexity trajectory, whereas for employees with low emotional stability, job autonomy does not help to reduce the adverse effect of the increasing trend. These findings not only contribute to extend the understanding of the job complexity – strain relationship, but also suggest a promising, dynamic avenue to study the effects of work characteristics on employee well‐being as well as other outcomes. Copyright © 2016 John Wiley & Sons, Ltd.     

The impact of impression‐management tactics on supervisor ratings of organizational citizenship behavior

Previous research indicates that the use of impression management is related to supervisor ratings of employee likeability and job performance. It has been argued, though, that employees might also use impression management so that their superiors will see them as ‘good soldiers’ who engage in high levels of organizational citizenship behaviors (OCBs). This study investigates the ways in which three types of impression management—namely, job‐focused, self‐focused, and supervisor‐focused tactics of impression management—influence supervisor ratings of OCB. Using a sample of 122 supervisor‐subordinate dyads, the findings indicate that supervisor‐focused tactics of impression management are positively related to OCB ratings, while job‐focused tactics are negatively related to such evaluations. Additionally, citizenship behaviors are positively related to supervisor liking of the employee and overall ratings of job performance. Finally, the results suggest that OCB ratings mediate the relationship between supervisor‐focused tactics of impression management and supervisor evaluations of employee likeability. Some implications of this study and directions for future research are also addressed. Copyright © 2006 John Wiley & Sons, Ltd.