Compassion and Job Performance: Dual-Paths through Positive Work-Related Identity, Collective Self Esteem, and Positive Psychological Capital

Work-related identity discrepancy and employee proactive behavior: The effects of face-pressure and benevolent leadership

PURPOSE

Based on social exchange theory and social cognition theory, this paper studies the effect of work-related identity discrepancy on proactive behavior of close-leadership employees through hierarchical regression analysis and examines the mediating effect of face-pressure and the moderating effect of benevolent leadership.

METHODS

This work surveyed 516 employees by questionnaire. The first round of survey mainly investigated employees in Changsha City, and the second round of survey mainly investigated employees' work-related identity discrepancy, face-pressure, benevolent leadership and proactive behavior in >10 regions. By tracking and matching, 396 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model.

RESULTS

The difference in work-related identity discrepancy had a significant negative impact on proactive behavior. Face-pressure partially mediated the relationship between work-related identity discrepancy and proactive behavior. Benevolent leadership moderated the indirect relationship between work-related identity discrepancy, proactive behavior and face-pressure. We hope that the findings and discussions from this study will spark further exploration and practical application of enterprise management theories.

CONCLUSION

In the context of leadership change, employee identity differences in perception can affect employee proactive behavior, especially for some close-leadership employees. Face-pressure in traditional Chinese culture has a prominent place. Managers should strive to foster an open and inclusive organizational atmosphere that promotes interaction and communication among employees, reduces the impact of negative factors like face pressure, and thereby stimulates employees' work initiative and innovative spirit. This enriches and deepens our understanding within the fields of organizational behavior and cross-cultural management.

Leading matters! Linking compassion and mindfulness in organizations through servant leadership

Regardless of where they are, humans are inherently human. In this study, we explore the relationship between compassion, mindfulness, and servant leadership contributing to an overall feeling of safety. Adopting a humanistic approach to human resource management, we examine how compassion and mindfulness intersect under the lens of the Conservation of Resources (COR) theory. Our investigation focuses on understanding how servant leadership facilitates the cultivation of mindfulness through compassion. Using structural equation modeling (SEM), we analyze data gathered from 360 workers across diverse occupational sectors. Our findings provide empirical support for the hypothesis that compassion, manifested as a response to suffering, enhances mindfulness levels in the workplace. Specifically, we observe that organizations promoting servant leadership principles are conducive to higher levels of mindfulness among employees. Practically, our study underscores the importance of designing work contexts that prioritize compassion and servant leadership. By doing so, organizations can foster a positive work environment that promotes mindfulness and enhances workplace safety. Our research contributes to the management literature by offering empirical evidence on the role of servant leadership in cultivating compassion and mindfulness, thereby advancing the discourse on workplace safety and organizational well-being.

Compassion Catalysts: Unveiling Proactive Pathways to Job Performance

This study aims to provide a better understanding of the mechanisms underlying the relationship between the experiences of compassion and job performance. Specifically, we test if positive emotion and job crafting could help explain the experience of the compassion-job performance link. Using a sample of 312 employees in large-sized domestic companies located in South Korea, we found that the experience of compassion was positively related to job performance. In addition, we adopted the motivational approach to demonstrate that the positive relationship between the experience of compassion and job performance was sequentially mediated by positive emotion and job crafting. Our study advances the literature on workplace compassion by introducing job crafting as a novel driver in explaining the positive effects of compassion and contributes novel insights into the mechanisms underlying the relationship between compassion and job performance. Our findings also suggest that to enhance employees' job performance and facilitate employees' proactive behaviors (i.e., job crafting), organizations must foster a compassionate work environment by placing high importance on compassion.

Developing Sustainable Careers during a Pandemic: The Role of Psychological Capital and Career Adaptability

The Coronavirus disease 2019 (COVID-19) has not only had negative effects on employees’ health, but also on their prospects to gain and maintain employment. Using a longitudinal research design with two measurement points, we investigated the ramifications of various psychological and organizational resources on employees’ careers during the COVID-19 pandemic. Specifically, in a sample of German employees (N = 305), we investigated the role of psychological capital (PsyCap) for four career-related outcomes: career satisfaction, career engagement, coping with changes in career due to COVID-19, and career-related COVID-19 worries. We also employed leader–member exchange (LMX) as a moderator and career adaptability as a mediating variable in these relationships. Results from path analyses revealed a positive association between PsyCap and career satisfaction and career coping. Furthermore, PsyCap was indirectly related to career engagement through career adaptability. However, moderation analysis showed no moderating role of LMX on the link between PsyCap and career adaptability. Our study contributes to the systematic research concerning the role of psychological and organizational resources for employees’ careers and well-being, especially for crisis contexts.

Customers' Experiences of Compassion and Brand Attitude: Evidence From Low-Cost Carriers

The purpose of this study is to examine the effect of compassion experienced by low-cost carriers customers on their brand attitudes. Specifically, this study aims to unbox the mechanisms through how the customers’ experiences of compassion influence the formation of positive brand attitudes. Using the data from 423 low-cost carriers customers in South Korea, this study found that the more low-cost carriers’ customers experience compassion, the more positive their brand attitudes are toward the low-cost carriers. Notably, this study demonstrated that the positive relationship between compassion and brand attitudes is serially mediated by positive emotion and positive brand image. The results from this study contribute to the literature on the airline industry by examining the roles of compassion, which is relatively new to the field, and also provide practical insights for a low-cost carrier to come up with competitive strategies to achieve a competitive advantage over its competitors in the industry.