Background
Over the past two years, the emergence of new quality productive forces has drawn significant academic interest in China, with employee creativity identified as its core driver. Previous research has confirmed the relationship between illegitimate tasks and employee creativity. However, the double-edged effect of unreasonable tasks on employee creativity remains unexplored. To bridge the gap, this research constructed a moderated dual-chain mediation model based on the perseverative cognition theory and the COR theory. The aim was to systematically examine the potential mechanisms and boundary conditions between unreasonable tasks and employee creativity.
Methods
Using the questionnaire method, a total of 353 participants took part in the four-phase survey.
Results
The findings indicated that unreasonable tasks enhanced employee creativity by prompting problem-solving pondering, and they also inhibited employee creativity by inducing affective rumination. Additionally, problem-solving pondering encouraged feedback-seeking behavior, whereas affective rumination led to feedback-avoiding behavior. These results supported the chain mediation effect of “unreasonable tasks → work-related rumination → feedback behavior → employee creativity.” Furthermore, the organizational climate for creativity strengthened the link between unreasonable tasks and problem-solving pondering, as well as reinforced the chain mediation of problem-solving pondering and feedback-seeking behavior. Conversely, the organizational climate for creativity weakened the connection between unreasonable tasks and affective rumination, as well as diminished the chain mediation of affective rumination and feedback-avoiding behavior.
Conclusion
The research suggests that unreasonable tasks have a double-edged effect on employee creativity. These findings provide advice and guidance for management practices.
