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The importance and benefit of work meaningfulness has been recognized from many previous studies. The purpose of this study aimed at how employees in Taiwan sense their work as meaningful by introducing prosocial motivation along with two organizational-related factors – task significance and external prestige.

In total, 451 questionnaires were used to analyze the relationships among task significance, external prestige, prosocial motivation and work meaningfulness.

The results confirm the research hypotheses. This study advanced our understanding of how work meaningfulness arises through an integration of an individual’s psychological state with work contexts. The implications for managerial practices and future research are discussed.

This research represented an initial empirical test for measuring these constructs in Taiwanese society. While all the measurements have good reliabilities, it is only a good start. The examination of these constructs using these measurements needs additional research, preferably, in different cultural and industrial contexts.

The purpose is to examine the cross-level relationship between workplace fun and informal learning with workplace friendship as a mediator and team climate as a moderator.

Adopting a two-wave survey procedure, data were collected from 251 employees working across 45 teams of a leading heat transfer manufacturer in Asia. Hierarchical linear modeling was used to test our hypothesized cross-level moderated mediation model.

Out of the three forms of workplace fun, only two – manager support for fun and coworker socializing – supported our hypotheses. Therefore, not all types of workplace fun are equal and one of the key factors through which fun influences informal learning is by maintaining harmonious interpersonal interactions and high relationship quality in teams.

Based on social interdependence theory, this study uncovers the cross-level mechanism of how workplace fun affects informal learning. The findings extend existing research on workplace fun by focusing on not only individual factors but also interpersonal and contextual elements. The findings also provide practical implications for managers to understand the possible impact of workplace fun on employees' informal learning.

The purpose of this paper is to propose that self‐leadership has a complementary relationship with charismatic leadership, thus not substituting for the influence of charismatic leadership in the contexts of internalization and identification.

Data were collected from 991 employees of 20 organizations. The research hypotheses were tested using regression analysis.

The results demonstrated that many self‐leadership skills acted as supplement/enhancer of charismatic leadership behaviors, except for self‐talk. The authors' interpretation was that self‐talk had a very different functional quality from the other self‐leadership skills, such as visualizing successful performance and evaluating beliefs and assumptions.

The authors recommend that the self‐talk scale should be modified by specifying a constructive content to make it compatible with the other self‐leadership subscales. Finally, more research should be devoted to determining whether leaders' unconventional behavior becomes dysfunctional in the presence of employees' self‐leadership, especially in Confucian countries that place emphasis on tradition and harmony.

The neutralizing effects of self‐talk point to the fact that past bad experience counts. Thus, the authors suggest that management takes responsibility for explaining change failure and seeking employees' feedback to prevent employees from developing negative self‐talk.

Based on self‐concept theory, the paper parallels self‐leadership to charismatic leadership in terms of their influence on the individual's value and identity and proposes and tests for a complementary relationship between both leadership capabilities.

Given the importance of high performance work systems (HPWS) with respect to firm competitive advantage, this paper holds that the contribution of HPWS toward the desired outcomes for organizations may depend significantly on employee job involvement. Underpinning the argument of happy workers being productive, the purpose of this paper is to propose the critical mediator of employee well-being to explain the hypothesized multilevel relationship between HPWS and job involvement.

The authors distributed questionnaires to the target participants. Data collected from 451 employees and 50 HR managers/professionals of 50 firms in the three major industrial categories of manufacturing, finance, and service in Taiwan.

This study identifies the significance of employee well-being by incorporating the theories of planned behavior and positive psychology and provides empirical evidence for the cross-level influence of HPWS on employee well-being and job involvement.

This study incorporates the perspective of positive psychology as an important addition to research on SHRM and performance by highlighting employee well-being as a key mediator of SHRM and job involvement.