Utilitarian orientation, long-term orientation, and performance: Evidence from Chinese millennial-generation employees

Ye Lin1, Yanping Li1, Xuanfang Hou2
1School of Economics and Management, Wuhan University, People’s Republic of China
2College of Business, Jiangxi Normal University, People’s Republic of China
Cite this article:  Lin, Y., Li, Y., & Hou, X. (2015). Utilitarian orientation, long-term orientation, and performance: Evidence from Chinese millennial-generation employees. Social Behavior and Personality: An international journal, 43(9), 1463-1476.

Volume 43 Issue 9 | e4893 | Published: October 2015 | DOI: https://doi.org/10.2224/sbp.2015.43.9.1463

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Drawing on the self-verification theory, we proposed four hypotheses to explore the main effect as well as interaction effect of utilitarian orientation and long-term orientation on employee in-role performance and extra-role performance. With questionnaires rated by 208 millennial generation employees of three companies in the mainland of China, we examined our hypotheses. The results show that a utilitarian orientation positively predicts in-role performance and extra-role performance, while a long-term orientation significantly moderates the relationship. We further discussed the theoretical and practical implications.

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