Abstract
Status in an organization is considered a significant antecedent to an employee’s work-related behaviors. However, the relationship between knowledge workers’ informal status and “taking charge” has been ignored in previous human resource management research. Based on the self-consistency theory, this study examines the mechanisms underlying the influence of knowledge workers’ informal status on taking charge. Data were collected from 337 dyads of employees and their immediate supervisors in 24 enterprises and companies. The results of moderated-mediation analysis indicate organization-based self-esteem (OBSE) fully mediated the positive relationship between knowledge workers’ informal status and taking charge, whereas person-job fit (P-J fit) and person-supervisor fit (P-S fit) each moderated the relationship between knowledge workers’ informal status and OBSE, in addition to the indirect effect of knowledge workers’ informal status on taking charge. Specifically, the indirect effect was strongest when P-J fit or P-S fit was high. The theoretical and managerial implications of the findings, limitations of the study, and future research directions are discussed.
Highlights
Status of knowledge workers has been a key issue in human resource management (HRM) research for decades (Bunderson, 2003; Heyden et al, 2018)
This study explores the relationships between knowledge workers’ informal status, person-job fit (P-J fit), person-supervisor fit (P-S fit), organization-based self-esteem (OBSE), and taking charge in a knowledge-intensive context
Growing attention has been paid to status and taking charge in the HRM literature, it is surprisingly rare for HRM
Summary
Status of knowledge workers has been a key issue in human resource management (HRM) research for decades (Bunderson, 2003; Heyden et al, 2018). Knowledge workers’ formal status is reflected in one’s job level, titles, and positions, which are conferred by the legitimacy of HRM systems. Formal status stems from official HRM recognition, knowledge workers’ informal status reflects employees’ competency and hard power. With increased environmental uncertainty, HRM systems have come to recognize the difficulty of relying only on macrolevel reforms (Morrison and Phelps, 1999; Kim et al, 2015). It is urgently necessary for HRM systems to supplement microlevel changes to improve its flexibility and adaptability. Little research has examined the relationship between knowledge workers’ status and “taking charge” behavior
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