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We proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers' helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect-based trust and cognition-based trust mediated the relationship between transformational leadership and followers' helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect-based trust mediated the relationship between transformational leadership and followers' helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition-based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed.

This study examined the factorial validity of strategic human resource management practices and their effects on company performance in a sample of 465 Chinese enterprises. Data were collected through two questionnaire surveys among general managers and HRM directors on product/service performance of their companies and a range of strategic HRM practices. Our findings indicate that a valid set of strategic HRM practices (training, participation, results‐oriented appraisals, and internal career opportunities) affect both product/service performance and financial performance. Employment security and job descriptions contribute uniquely to product/service performance, whereas profit sharing contributes uniquely to financial performance. © 2008 Wiley Periodicals, Inc.

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