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This study investigated the mediating role of the psychological climate for cooperation in the client organization on the relationship between temporary employees' perceived investment in permanent employee development in the client organization, and exchange perceptions and exchange outcomes, among 2022 temporary employees. After controlling for perceived investment in the temporary employees themselves, the results suggest that the psychological climate for cooperation in the client organization partly mediated the relationship between temporary employees' perceived investment in permanent employee development and social exchange perception, and fully mediated the relationship between temporary employees' perceived investment in permanent employee development and economic exchange perception. Moreover, social exchange perception was positively related to work quality, work effort and organizational citizenship behaviour, whereas economic exchange perception was negatively related to work effort and organizational citizenship behaviour.

PurposeIntrinsic motivation is held as critical for employees' willingness to be flexible (WTBF). Yet empirical research suggests that employees who find work intrinsically satisfying could resist work changes. In this study, the authors examine if a curvilinear relationship exists between these variables.Design/methodology/approachThe authors predict that the relationship between intrinsic motivation and employees' WTBF will become more positive as intrinsic motivation advances beyond moderate levels. They examine the role developmental supervisor support plays in generating the critical threshold of intrinsic motivation needed for it to be positively related with WTBF. They test their hypotheses with survey data collected in three substantially different employee samples.FindingsData support the hypothesized curvilinear relationship between intrinsic motivation and WTBF. Developmental supervisor support is found to influence employee flexibility indirectly through its linear effect on intrinsic motivation and, in turn, the quadratic effect of intrinsic motivation on WTBF.Practical implicationsThe study provides insight into how and when intrinsic motivation increases employees' WTBF and into the degree of developmental support needed to facilitate a positive relationship between these variables.Originality/valueThis is the first study to the author's knowledge that empirically examines the relationship between intrinsic motivation and employees' WTBF.

Purpose– The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy.Design/methodology/approach– Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses.Findings– The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy.Research limitations/implications– Given the cross-sectional nature of the data, no causal inferences can be drawn.Practical implications– Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to increasing the levels of employees' voluntary and constructive efforts to improve work situations.Social implications– Greater levels of employee taking charge behaviors may offset the decline of businesses and thus aid in reducing long-term unemployment in the society at large.Originality/value– This study contributes to a more complete understanding of how job characteristics may facilitate or inhibit the influence of antecedents for taking charge.