RESUMEN
Previous research has well documented the negative sides of secrecy, ignoring its potential constructive aspects. Based on the concept of compensatory behavior, this study conducted two experiments with 532 adults to explore the mediating role of felt guilt between secrecy and donation, and the moderating role of moral identity. Study 1 (N = 272) showed that felt guilt mediated the relationship between secrecy and donation behaviors. Study 2 (N = 260) validated the mediation effect of Study 1 and further indicated that the mediated path was stronger for participants with higher moral identity. Specifically, participants with higher moral identity felt more guilty and donated more after secrecy than those with lower moral identity. The results of this study not only expand the constructive consequences of secrecy but also add more ways to appeal for donations.
RESUMEN
Purpose: A workplace leader's phubbing (snubbing by using the phone) can create social distance between the leader and employee. We tested whether this social distance might reduce trust, with a negative impact on job performance. The negative impact might be especially strong for employees with a high need for social approval (NFSA). Methods: Full-time employees (N = 246; 51.63% male, Mage = 35.07, SD = 8.62) in Eastern China completed anonymous questionnaires. The data were collected in three waves with a 2-week interval between each wave. The SPSS macro PROCESS was used to test all research hypotheses. Results: Regression-based analyses were used to test a moderated serial mediation model. Leader phubbing was associated with employees' poorer job performance, and this association was mediated by social distance and in turn, low trust. The negative effects of leader phubbing were stronger for employees with a higher NFSA. Conclusion: This study adds new evidence to the literature on phubbing by showing that employees' perceptions of leader phubbing might hinder employee job performance. Furthermore, the boundary condition of employee NFSA was emphasized and further expanded the literature in this field. This research provides insights into how the negative impact of leader phubbing on employee job performance can be prevented or reduced.
RESUMEN
As the coronavirus disease 2019 (COVID-19) pandemic, caused by severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2), continues to rage, disclosure of exposure to the virus is of great significance to safety management, especially considering the long latency of the disease. We conducted a survey based on terror management theory of 2,542 people in 71 cities, representing all provinces in mainland China. The results revealed that fear of being isolated influenced disclosure of exposure to the virus and that this influence was mediated by defensive impression management motivation. An inclusive climate buffered both the direct and the indirect effects of fear of isolation on disclosure behaviour via defensive impression management motivation. The implications of these findings for research and safety management during the COVID-19 pandemic are discussed.
RESUMEN
Individuals have the tendency to discount rewards in the future, known as temporal discounting, and we find that sense of power (the felt capacity to influence the thinking and behavior of others) reduces such tendency. In Studies 1 and 2, we used both an experiment and a survey with organizational employees to demonstrate that power reduced temporal discounting. In Study 3, we replicated study 1 while exploring a unique cultural trait of Danbo, or indifference to fame and wealth, across two ethnic groups (Han and Tibetan groups) in China. While power reduces temporal discounting, the relationship between the two may be leveraged by individual differences of optimism, frustration, and Danbo. The results imply a more nuanced interpretation of how individual and situational factors can affect intertemporal choice.
