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The two‐dimensional flow field is numerically investigated using a compact finite difference and a pseudo‐spectral method when two fluids with different physical properties are mixing under gravity as well as flow rate. The gravity and the viscous mobility affect the fingering instability, i.e. the mixing range shrinks much at the large viscous mobility or the strong gravity. When the gravitation acts parallel to the main stream, the flow decelerates or accelerates according to its direction. The fingertip velocity is exactly expressed by a pure cosine function and especially invariant when the gravity acts along the −y direction at the high Peclet number. The maximum and fingertip velocities at the very low Peclet number are nearly symmetric with respect to the −y direction perpendicular to the main flow direction x. When the gravity acts along the −y direction, the flow field shows the asymmetry, and a pair of vortices is generated at both the very high Peclet number and less viscous mobility number. As the viscous mobility becomes large, the vortex scale enlarges at the small Peclet number, while the vortices are slightly destroyed at the relatively high Peclet number. As the gravitational angle changes clockwise from downstream to upstream, a pair of vortices evolves through a process of asymmetry.

The study aims to offer a nuanced, fine-grained understanding of how the relationship between high-performance work systems (HPWSs) and negative employee outcomes can be attenuated under self-sacrificial leadership (SSL).

Hierarchical linear modeling (HLM) was used to test the proposed multilevel model on a sample of 37 first-line managers (FLMs) and 209 employees working in a large Chinese company.

The results showed that HPWS is positively related to emotional exhaustion and turnover intention. Most conspicuously, the authors found that such adverse effects of HPWS are mitigated with a high level of SSL.

The dark side of HPWS can be alleviated if practitioners complement their practices with sufficient support for employees. Particularly, FLMs who exhibit subordinate-serving attitudes consider followers' well-being and provide them with resources can lessen the high pressure of HPWS in pursuit of performance enhancement.

Prior studies on the relationships between HPWS and employee outcomes have produced somewhat mixed results. This study extended the current discourse by explicating instead why HPWS could potentially impair employee outcomes and how the negative effects of HPWS can be mitigated under positive leader behaviors.