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PurposeThe purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees' service performance.Design/methodology/approachSurvey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling.FindingsThe results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees' service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high.Practical implicationsTo elicit employees' provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees' HRM perceptions within the same group.Originality/valueThe research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

Previous research has demonstrated the role of servant leadership, a leadership style emphasizing serving others, in promoting frontline employees' service performance. It is unclear, however, how servant leadership by leaders at different organizational levels would exert such an influence. Integrating insights from both social learning theory and the trickle-down paradigm of leadership, we develop a cross-level model in which we argue that servant leadership by high-level managers could cascade downward through the organizational hierarchy to influence frontline employees' service performance and that this trickle-down effect is contingent on the extent to which subordinates identify their leaders as embodying the organization. Using a matched sample of 92 supervisors and 568 frontline employees across 92 sub-branches of a large banking company, we found that servant leadership by high-level managers could indeed promote employees' in-role and extra-role service performance through its effect on low-level supervisors' servant leadership. We also found that this trickle-down effect was stronger when high-level managers and low-level supervisors were perceived by their subordinates as more fully embodying the organization. Implications, limitations and future directions are discussed.

From a self-evaluation perspective, we explored the influence of negative workplace gossip on targeted employees' innovative behavior. We surveyed 296 employees of 19 enterprises. The results of regression analysis showed that negative workplace gossip was negatively related to
employees' innovative behavior, that organization-based self-esteem mediated the relationship between negative workplace gossip and employees' innovative behavior, and that employees' creative selfefficacy moderated the relationship between organization-based self-esteem
and employees' innovative behavior, such that the positive relationship was stronger when employees' creative self-efficacy was higher. Our findings offer insight into the potential harm of gossip in the workplace and contribute to delineating the underlying mechanism and boundary
condition of the link between negative workplace gossip and employees' innovative behavior. Theoretical and practical implications are discussed.

We integrate the cognitive theory of empowerment and regulatory focus theory to suggest that abusive supervision, from which employees draw negative achievement and security implications, discourages employees from engaging in taking charge by damaging their psychological empowerment. We propose that this negative influence is more saliently experienced by both promotion-focused and prevention-focused employees, albeit for different reasons. To test our model, we conducted a field study (Study 1) and a scenario-based experiment (Study 2). In Study 1, we found that psychological empowerment stood as a key mechanism linking abusive supervision and taking charge. Further, promotion focus magnified the negative effects of abusive supervision on psychological empowerment, and in turn, taking charge. Yet, prevention focus did not influence these effects. In Study 2, we replicated these findings and revealed that the anticipations of both career success and job insecurity (representing employees' achievement and security implications) are critical in linking abusive supervision and psychological empowerment. We also found that promotion focus strengthened the negative indirect effect of abusive supervision on psychological empowerment via anticipated career success, ultimately resulting in a greater negative impact on taking charge. As in Study 1, there was limited support for the moderating effects of prevention focus. Our research highlights the importance of adopting a cognitive view in understanding the impact of abusive supervision on employees' taking charge.