High-performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality

Research on high-performance work system (HPWS) has primarily drawn from social exchange theory and human capital theory to unlock the underlying mechanisms in relation to employee performance. In addition to social exchange theory and human capital theory, a personal resources perspective can also be used to explain the effects of HPWS. In this cross-level research, we examined the mediating roles of social exchange and thriving, and the moderating role of proactive personality in the relationships between HPWS and task performance and organizational citizenship behavior (OCB) by analyzing a sample of 391 employees and 84 supervisors from 21 firms in China. Using multilevel analyses, social exchange and thriving were found to mediate the effects of HPWS on employee task performance and OCB. Furthermore, proactive personality attenuated HPWS’s direct effect on thriving and indirect effects on employee task performance and OCB through thriving. Finally, we discuss theoretical contributions, and practical implications of the study, as well as future research directions

Phosphorylated Smad2 in Advanced Stage Gastric Carcinoma

<p>Abstract</p> <p>Background</p> <p>Transforming growth factor β (TGFβ) receptor signaling is closely associated with the invasion ability of gastric cancer cells. Although Smad signal is a critical integrator of TGFβ receptor signaling transduction systems, not much is known about the role of Smad2 expression in gastric carcinoma. The aim of the current study is to clarify the role of phosphorylated Smad2 (p-Smad2) in gastric adenocarcinomas at advanced stages.</p> <p>Methods</p> <p>Immunohistochemical staining with anti-p-Smad2 was performed on paraffin-embedded specimens from 135 patients with advanced gastric adenocarcinomas. We also evaluated the relationship between the expression levels of p-Smad2 and clinicopathologic characteristics of patients with gastric adenocarcinomas.</p> <p>Results</p> <p>The p-Smad2 expression level was high in 63 (47%) of 135 gastric carcinomas. The p-Smad2 expression level was significantly higher in diffuse type carcinoma (p = 0.007), tumours with peritoneal metastasis (p = 0.017), and tumours with lymph node metastasis (p = 0.047). The prognosis for p-Smad2-high patients was significantly (p = 0.035, log-rank) poorer than that of p-Smad2-low patients, while a multivariate analysis revealed that p-Smad2 expression was not an independence prognostic factor.</p> <p>Conclusion</p> <p>The expression of p-Smad2 is associated with malignant phenotype and poor prognosis in patients with advanced gastric carcinoma.</p

Frequent CEO Turnover and Firm Performance: The Resilience Effect of Workforce Diversity

© 2020, Springer Nature B.V. CEO turnover (or succession) is a critical event in an organization that influences organizational processes and performance. The objective of this study is to investigate whether workforce diversity (i.e., age, gender, and education-level diversity) might have a resilience effect on firm performance under the frequency of CEO turnover. Based on a sample of 409 Korean firms from 2010 to 2015, our results show that firms with more frequent CEO turnover have a lower firm performance. However, firms with more gender and education-level diversity could buffer the disruptive effect of frequent CEO turnover on firm performance to offer a benefit to the organization. Our theory and findings suggest that effectively managing diverse workforce can be a resilience factor in an uncertain organizational environment because diverse workforce has complementary skills and behaviors that can cope better with uncertainty and signals social inclusion of an organization, thus fostering a long-term exchange relationship. These findings contribute to the literature on CEO turnover (or succession) and diversity

Disentangling the fairness & discrimination and synergy perspectives on diversity climate: Moving the field forward

We provide a theory-driven review of empirical research in diversity climate to identify a number of problems with the current state of the science as well as a research agenda to move the field forward. The core issues we identify include (a) the fact that diversity climate is typically treated as unidimensional, whereas diversity research would suggest that there are two major perspectives that could be reflected in diversity climate—efforts to ensure equal employment opportunity and the absence of discrimination versus efforts to create synergy from diversity; (b) a tendency to let the level of analysis (individual psychological climate or shared team or organizational climate) be dictated by convenience rather than by careful theoretical consideration, thus sidestepping key issues for research concerning the causes and consequences of the sharedness, or lack thereof, of diversity climate perceptions; and (c) the tendency to include diversity attitudes and other nonclimate elements in climate measures even though they are different from climate both conceptually and in their antecedents and consequences. The research agenda we advance suggests a need both for different operationalizations and for new research questions in diversity climate, diversity, and relational demography research

A multi-level process model for understanding diversity practice effectiveness

A significant amount of research has been conducted on diversity "best practices" to understand whether they help reduce discrimination, increase managerial diversity, and enhance performance. Regardless, which diversity practices should be used, how they should be implemented, for what purpose, and to what effect remains unclear due to issues related to inconsistencies across outcomes studied within and between diversity practices as well as a lack of integration of micro research and macro research. In this review, these issues are revealed in an effort to make sense of the array of research conducted since the turn of the century. We first synthesize key research findings from sociological, firm-level research on diversity management practices with research conducted within the psychological tradition using experimental and within-organizational research designs. The results of our review provide the basis for a multi-level process model through which research findings can more easily be interpreted to uncover when and how diversity practices produce desirable results. We discuss how considering the interplay across levels of analysis is critical for enriching our theoretical understanding of the mediating and moderating mechanisms that link the distal constructs of diversity practices and organizational outcomes. We conclude with implications for future research that emerged from an analysis of the literature through our multi-level process model

Promoting cultural awareness: a means of managing cultural diversity

Global diversity management has resulted in the growth in national and international laws fashioned as a means to address discrimination and the rise in high profile cases against many international firms. These occurrences are indicative of an inability to understand different cultures, which is a must when doing business abroad in different cultural environments. Research evidence suggests that cultural misunderstandings can result in hostility and suspicion. This can effect an organisation's reputation, sustainability and quest for success, thus arguing a need to be culturally aware. This chapter draws on findings of a study that explored cultural meanings of respect and how these meanings manifest among culturally diverse business students in the classroom. The aim is to provide insight into the cultural awareness practices addressing team conflict that are used to manage diversity among national and international learners