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Is job control always beneficial? Exploring its nonlinearity in creativity and in‐role performance
Author(s) -
Du Yana,
Zhang Li,
Bu Qiong,
Kurniawan Aldo
Publication year - 2020
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1541
Subject(s) - creativity , supervisor , psychology , control (management) , social psychology , test (biology) , management , economics , paleontology , biology
This study draws on resource allocation theory to examine the relationship between job control and two kinds of job performance, namely employee creativity and in‐role performance, as well as to investigate whether supervisor encouragement of creativity moderates these two potentially nonlinear relationships. To test the proposed model, we collected data from 234 employees in Indonesia. The results show that job control has an inverted U‐shaped relationship with employee creativity, but a U‐shaped relationship with in‐role performance. Supervisor encouragement of creativity moderates both relationships, such that the control–creativity relationship becomes U‐shaped, while the control–in‐role performance relationship becomes inverted U‐shaped when supervisor encouragement of creativity is high. Implications for managers on how to provide resources to employees are discussed.