Guanxi HRM practices and employee creative performance
ISSN: 0048-3486
Article publication date: 7 February 2020
Issue publication date: 10 October 2020
Abstract
Purpose
The current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as conceptualizes the employee ambidextrous behavior as a mediator, and social comparison orientation and leader–member exchange (LMX) as moderators for understanding the relation.
Design/methodology/approach
Survey data were collected from 211 employee–supervisor dyads in China. Hierarchical regression analyses, Preacher and Hayes’ (2008) indirect effects PROCESS macro, and Preacher et al.'s (2007) moderated mediation analysis approach were conducted to test the hypothesized relationships.
Findings
Guanxi HRM practices were negatively associated with employee creative performance, mediated by the employee ambidextrous behavior. The authors also found that social comparison orientation showed a strong moderating effect, such that it amplified the indirect relationship between guanxi HRM practices and employee creative performance via ambidextrous behavior. In contrast, LMX showed a weak moderating effect, such that it attenuated this indirect relationship.
Originality/value
This study provides evidence that the extent to which employee ambidextrous behavior mediates the relationship between guanxi HRM practices and creative performance depends on LMX and social comparison orientation. It represents a promising new direction for the guanxi HRM practices and creative performance literatures.
Keywords
Acknowledgements
This research was supported by the National Natural Science Foundation of China (Grant No. 71902015) and Scientific Research Foundation of Chongqing University of Technology.
Citation
Yang, C. and Yang, F. (2020), "Guanxi HRM practices and employee creative performance", Personnel Review, Vol. 49 No. 8, pp. 1713-1729. https://doi.org/10.1108/PR-11-2018-0466
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited