By combining the Job Demand-Resources model with Arnold's action sequence as the overall logic, this study explores the connections between abusive supervision and job performance. Participants and Methods: This study employed two-point surveys, with 474 valid responses, to reduce the risk of common method bias. On this basis, confirmatory factor analysis was used to test the reliability and validity of data, and Smart-PLS was used to test the hypotheses. Results: Our findings suggest that abusive supervision has a significant positive impact on job performance. Furthermore, challenge stressors and innovative work behavior partially mediate the relationship between abusive supervision and job performance, and these two factors also form a chain mediating effect. Leader-member exchange moderates the relationship between abusive supervision and job performance, as higher levels of leader-member exchange are associated with a stronger positive effect of abusive supervision on job performance. Practical Implications: This study provides insights to managers about the link between abusive supervision and employee performance. In addition, it recommends that leaders at all levels adopt abusive supervision when they can properly consider a specific employee's perception of the reasons for their behavior and must consider the previous inclusion in the manager's circle of members, as well as the link between the challenging pressures they face and innovative work behavior to deal with such management behaviors. Originality: Most research on abusive management has focused on its negative effects on employee performance. This study, by contrast, explores whether there are positive impacts from abusive management and when such positive effects will occur.

Individual knowledge and skills are important factors in promoting employee innovation. Research shows that a large number of employees perceive that their qualification level exceeds the formal requirements of the position. These people may spontaneously seek to change their current situation and dare to develop innovative ideas in an unconventional way. The purpose of this study is to explore the relationship between overqualification and bootlegging through the mediating effect of proactive career behavior on the basis of the human environment matching theory. This study also explored the moderating effect of a proactive personality between overqualification and bootlegging. This study shows that leaders should prioritize the potential of overqualified employees, encourage them to engage in challenging tasks, broaden the innovation channels of individuals and organizations, and monitor bootlegging activities. Highly motivated employees with overqualifications are more likely to actively plan and manage their careers, they will actively seek innovation to solve problems when encountering obstacles in their career development. Participants and Methods: In this study, 457 questionnaires were collected from employees of many enterprises in Hunan Province and Guangdong Province of China. Partial least squares structural equation model based on variance (PLS-SEM) was used for data analysis. Results:The results of the study reveal that there is a significant relationship between overqualification and bootlegging. In addition, proactive career behavior plays an intermediary role in the relationship between overqualification and bootlegging. Moreover, a proactive personality moderates the relationship between overqualification and bootlegging. Finally, the relationship between overqualification and bootlegging is stronger when a proactive personality is strong.

Purpose Medical staff are a crucial resource in the battle against the COVID-19 pandemic but are vulnerable to both SARS-CoV-2 infection and negative psychological outcomes. This study evaluated medical staff’s occupational risks, professional identity, and occupational mobility intention during the pandemic. Patients and Methods The questionnaire was anonymous. All respondents were Chinese medical personnel. Results Our findings suggest that the professional risks faced by medical professionals can enhance their professional mobility willingness and weaken their professional identity. They cannot only directly enhance their professional mobility willingness but also indirectly strengthen their professional mobility willingness through professional identity. The objective support and subjective support obtained by medical professionals cannot only alleviate the negative impact of occupational risk on professional identity alone but also jointly, and in the process of their joint mitigation, the former has been internalized and absorbed, while the latter has a stronger mitigation effect. The objective support and subjective support obtained by medical professionals can neither alone nor jointly alleviate the direct and positive impact of occupational risk on the willingness of occupational mobility. Conclusion The occupational risks faced by medical personnel can improve their willingness to move professionally and weaken their occupational identity. Early screening of high-risk groups for turnover intention among health care workers and more psychosocial health care and physical protection are needed during the COVID-19 pandemic in China.