This study examines the effect of person–job fit on innovation behavior, highlighting the mediating role of job involvement and the moderating role of career commitment in this relationship. We tested our hypotheses using a sample of 474 employees from 30 IT enterprises in China’s Pearl River Delta region. The results reveal that person–job fit influences innovation behavior by enhancing job involvement. In addition, career commitment strengthens the positive influence of person–job fit on both job involvement and innovation behavior. These findings are consistent with person–environment fit theory and identity theory. This research increases understanding of how person–job fit influences innovation behavior via job involvement and career commitment. Implications and managerial practice are also discussed at the end of the research.

This two-study research evaluates the validity of the decent work scale (DWS) developed by Duffy et al. (2017) in the United States and the effect of decent work on affective commitment among Chinese employees. Study 1 aims to validate the DWS and examine the predictability of decent work for psychological safety and affective commitment. Drawing from a sample of 307 full-time employees (149 females and 158 males), Study 1 reveals that the bifactor model of the DWS has valid application in the Chinese context, and that decent work is positively related to psychological safety and affective commitment. Study 2 seeks to explore the relationship between decent work and affective commitment, the underlying mechanism, and the boundary condition. With a new sample of 568 full-time employees (268 females and 300 males) collected at two time points, Study 2 demonstrates that decent work is directly and indirectly related to employee affective commitment through the mediation of psychological safety; this indirect relationship is moderated by labor relations climate. This research extends decent work research and psychology of working theory in relation to the DWS validation and predictability for employee workplace attitudes, psychological process, and boundary conditions in a non-Western context.

Purpose The purpose of this paper is to explore the influencing mechanism of coaching leadership (CL) on employee voice behavior (VB) based on cognitive-affective system theory of personality (CAPS). Specifically, the study intends to build a model of psychological security (PS) and openness to change (OC) that mediate the relationship between CL and employee VB at an individual-level and group-level from cognitive-affective dual perspective. Design/methodology/approach CL, employee VB, PS and OC were assessed in an empirical study based on a supervisor–subordinate dyads sample of 287 employees and 72 team leaders from enterprises in Southern China. Findings From CAPS theory perspective, the authors found that CL promotes employee VB and that PS and OC mediate the relationship between CL and VB. Practical implications Results underscore the importance of encouraging managers to engage in CL behaviors, which are conductive to enhancing employee PS and OC thereby improving employee VB. These results also highlight the significance of managerial attention to a secure voice atmosphere and the improvement of employees’ affective commitment to organizational change. Originality/value The research findings provide a significant contribution to the literature in that it shows PS and OC as crucial dual mediating mechanism through which CL influences VB. Moreover, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

PurposeHow to foster voice behavior has always been a hot topic in organizational research; however, the mechanism through which performing decent work affects employee voice behavior remains to be fully understood. To address this deficiency, the current study investigates how basic need satisfaction may relate to perceived decent work and voice behavior and the moderating role of gender. Our research draws upon self-determination theory and social information processing theory.Design/methodology/approachThe theoretical model was tested using two-wave investigation data collected from a sample of 349 employees and 85 supervisors in Southwest China.FindingsDecent work perception was positively related to voice behavior, and this relationship was partially mediated by basic need satisfaction. In addition, the relationship between decent work perception and basic need satisfaction as well as the indirect effect of decent work perception on voice behavior via basic need satisfaction was stronger for men than for women.Originality/valueThis study highlights the pivotal roles of basic need satisfaction and gender in the consequences of decent work perception in the workplace. The authors provide new insights into the relationship between decent work perception and voice behavior and inspire scholars to elucidate other explanatory mechanisms in this link.