From errors to OCBs and creativity: A multilevel mediation mechanism of workplace gratitude
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From errors to OCBs and creativity: A multilevel mediation mechanism of workplace gratitude Limei Chen 1 & Yirong Guo 2
&
Lynda Jiwen Song 3 & Bei Lyu 4,5,6
Accepted: 9 October 2020 # Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract This study uses organizational support theory and broaden-and-build theory to examine the antecedents and consequences of workplace gratitude. Specifically, we explored the moderating role of job satisfaction and the mediating role of gratitude at work, including team error management climate as a predictor and OCBs and creativity as outcome variables. Using multiphase, multisource, and multilevel data of 229 employees from 33 teams of two architectural companies located in the east of China, we found that team error management climate is conducive to enhancing employees’ workplace gratitude, and that increased workplace gratitude then stimulates more organizational citizenship behaviors (OCBs) and creativity among employees. The positive effect of team error management climate on workplace gratitude and the indirect effect of team error management climate on OCBs and creativity are stronger for employees with lower job satisfaction. We discuss the theoretical and practical implications of these findings for managing employees’ gratitude in the workplace. Keywords Workplace gratitude . Team error management climate . Organizational citizenship behaviors (OCBs) . Creativity
Introduction Gratitude has gradually received attention from organizational scholars in recent years. Though not well-established yet, emerging research has, to some degree, shown that gratitude in the workplace could benefit not only the well-being of individuals but also that of organizations (Emmons, 2003; McCullough, Kilpatrick, Emmons, & Larson, 2001). Specifically, extant research has suggested that gratitude could help offset negative emotions and attitudes in the workplace (e.g., envy, greed, resentment; Michelle & John, 2015), cultivate psychological safety and interpersonal trust, and promote
employees’ moral behaviors (e.g., prosocial behavior, voice, helping), which fuels organizational optimal and effective functioning and prompts organizations to thrive and prosper (Emmons, 2003; Grant & Gino, 2010; Hu & Kaplan, 2015; Kim, Van Dyne, & Lee, 2018; Müceldili, Erdil, Akgün, & Keskin, 2015; Ng, 2015). Nevertheless, existing knowledge on how and when workplace gratitude forms (i.e., antecedents) and what other important impacts workplace gratitude has (i.e., consequences) remains limited. In contrast with increasing research on the consequences of workplace gratitude, only a handful of literature has paid attention to the antecedents of gratitude in terms of
Limei Chen and Yirong Guo contributed equally to this work. * Yirong Guo [email protected] Limei Chen [email protected]
2
School of Economics and Management, Tsinghua University, No.30 Shuangqing Street, Beijing, Haidian, China
3
Leeds University Business School, University of Leeds, 2.32 Charles Thackrah, Lee
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