Education
Post Ph.D. (in Management Science and Engineering, School of Management), Huazhong University of Science & Technology, 2002-June - 2004-Dec.
Ph.D. (in Applied Psychology, Institute of Psychology), Chinese Academy of Sciences, 1998-Sept. - 2001-July
Master Degree( in Psychology on Cognitive Psychology, Department of Education), Huazhong Normal University, 1987-Sept. - 1990-June
Department of Psychology, Beijing Normal University, 1985-Sept. - 1987-June
Bachelor Degree, (Department of Education), Huazhong Normal University, 1983-Sept. - 1985-June
Oversea Experiences
MA, (Harvard Business School), Harvard University, Boston, USA, Case Teaching and Development, 2010-July - 2010-Aug.
Senior Visiting Scholar, College of Education, Arizona State University, Tempe, AZ, USA, 2003-Jan. - 2004-Jan.
Visiting Scholar, College of Education, Chinese University of Hong Kong, Hong Kong, 1996-Mar. - 1996-Aug.
Research Interests
Helping behavior, employee-organization relationship, pay for performance, organizational justice, career management.
Research Projects
Chair (have chaired) seven projects supported by National Science Foundation of China (NSFC) as below:
[1]To Requite Kindness with Enmity or Gratitude: Research on Helping Behavior from the Perspective of the Recipients, NSFC: 71772072, 01/2018-12/2021.
[2]Harmonious Employee-Organization Relationship in Transitional Times: The Effects of Sharing Leadership, Psychological Contract, and Human Resource Practices, NSFC: 71232001, 01/2013-12/2017, rated as “excellent” (final evaluation in 2018).
[3]The Differentiated Effects of Strength of Pay for Performance on Incremental and Radical Creativity, NSFC: 71071064, 01/2011-12/2013, rated as “excellent” (tracking evaluation in 2016).
[4]Mental Calculation Mechanism of Organizational Employees’ Economic Payment, NSFC: 70871047, 01/2009 - 12/2011, rated as “excellent” (tracking evaluation in 2013).
[5]Social Comparison Mechanism on Perceived Distributive Injustice, NSFC: 70671046, 01/2007 - 12/2009, rated as “excellent” (tracking evaluation in 2011).
[6]Occupation Commitment and Management Counterplan of Chinese Employees, NSFC: 70171046, 01/2002 - 12/2004, rated as “excellent” (tracking evaluation in 2006).
[7]Development Features and Management Counterplan of Career Planning, NSFC: 79700011, 01/1998 - 12/2000, rated as “excellent” (tracking evaluation in 2002).
Representative Research Papers
[1]He. W., Hao. P., Huang. X., Long. L. R.*, Hiller, N., & Li, S. Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity. Personnel Psychology, Accepted, 2019.
[2]Wang, T., Long, L., Zhang, Y., & He. W. Effective but irresponsible: The relationship between employee-organization relationships and unethical pro-organizational behavior, Journal of Business Ethics, Accepted, 2018.
[3]Zhang, J., Bal, M., Akhtar, M. N., Long, L.*, Zhang, Y., & Ma, Z. High-performance work systems and employee performance: The role of employee thriving and proactive personality, Human Resource Management Journal, Accepted, 2019.
[4]Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pacific Journal of Management, 2017, 34(3): 565-586.
[5]He, W., Zhou, R. Y., Long, L. R., Huang, X., & Hao, P. Self-Sacrificial leadership and followers’ affiliative and challenging citizenship behaviors: A relational self-concept based study in China. Management and Organization Review, 2018, 14(1): 105-133.
[6]He, W., Fehr, R., Yam, K. C., & Long, L. R*. Interactional justice, leader-member exchange, and employee performance: Examining the moderating role of justice differentiation. Journal of Organizational Behavior, 2017, 38(4): 537-557.
[7]Akhtar, M. N., Bal, M., & Long, L. Exit, voice, loyalty, and neglect reactions to frequency of change, and impact of change: A sensemaking perspective through the lens of psychological contract. Employee Relations, 2016, 38(4): 536-562.
[8]Li, S. L., Huo, Y., & Long, L. R. Chinese traditionality matters: Effects of differentiated empowering leadership on followers’ trust in leaders and work outcomes. Journal of Business Ethics, 2017, 145(1): 81-93.
[9]He, W., Long, L. R.*, & Kuvaas, B. Workgroup salary dispersion and turnover intention in China: A contingent examination of individual differences and the dual deprivation path explanation. Human Resource Management, 2016, 55(2): 301-320.
[10]Zhang, Y., Long, L., Wu, T. Y., & Huang, X. When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation. Journal of Organizational Behavior, 2015, 36(5): 698-719.
[11]Zhang, Y., Long, L., & Zhang, J. Pay for performance and employee creativity: The importance of procedural justice and willingness to take risks. Management Decision, 2015, 53(7): 1378-1397.
[12]Li, S. L., He, W., Yam, K. C., & Long, L. R. (2015). When and why empowering leadership increases followers’ taking charge: A multilevel examination in China. Asia Pacific Journal of Management, 2015, 32(3): 645-670.
[13]Long, L. & Tracey, T. J. Structure of RIASEC scores in China: A structural meta-analysis. Journal of Vocational Behavior, 2006, 68(1): 39-51.
[14]Long, L., Adams, R. S., & Tracey, T. J. Generalizability of interest structure to China: Application of the Personal Globe Inventory. Journal of Vocational Behavior, 2005, 66(1): 66-80.
[15]Long, L., Watanabe, N., & Tracey, T. J. Structure of interests in Japan: Application of the personal globe inventory occupational scales. Measurement and Evaluation in Counseling and Development, 2006, 38(4): 222-236
.
[16]Hao, P., He, W., & Long, L. R. Why and when empowering leadership has different effects on employee work performance: the pivotal roles of passion for work and role breadth self-efficacy. Journal of Leadership & Organizational Studies, 2018, 25(1): 85-100.
[17]Zhu, S. L., Long, L. R., He, W., & Wang, Z. J. Beyond the instrumental exchange, the family-like employee-organization relationship in Chinese firms: Theory building and empirical investigation. Management World, 2015, 11, 119-132.
[18]He, W. & Long, L. R. Effects of actual pay level and internal pay comparison on pay satisfaction: Traditionality and team size as moderators. Management World, 2011, 27(4), 98-110.
[19]Liu, Y., Long, L. R. & Li, Y. Research on the consequences of organizational justice. Management World, 2003, 3, 156-162.
[20]Long, L., Fang, L., & Ling, W. Organizational career management and its effects on employees’ behavior: An empirical study on Chinese enterprises. Journal of Management Sciences in China, 2002, 5(4), 61-67.
[21]Wang, Z., Long, L., Liu, L., Huang, X., & Jia W. The career plateau of Chinese public servants: Construct, measurement and its psychological and behavioral influence. Acta Psychologica Sinica, 2015, 47(11), 1379-1394.
[22]Hao, P., Long, L., & He, W. When and why shared leadership influences team outputs? The pivotal roles of information exchange, passionate tone and environmental uncertainty. Acta Psychologica Sinica, 2015, 47(10), 1288-1299.
[23]Zhang, Y., Long, L., & He, W. The effect of pay for performance on radical creativity and incremental creativity. Acta Psychologica Sinica, 2014, 46(12), 1880-1896.
[24]Zhang, Y. & Long, L. The impact of pay for performance on employees’ creativity: Moderating effect of person-job fit and mediating effect of creative self-efficacy. Acta Psychologica Sinica, 2013, 45(3), 363-375
[25]Zhou, H., Long, L. The influence of transformational leadership on voice behavior: Mediating effect of psychological ownership for the organization and moderating effect of traditionality. Acta Psychologica Sinica, 2012, 44 (3), 388-399. Best paper award in 2012.
[26]He, W. & Long, L. The effects of pay system frame and performance appraisal on individuals’ acceptance of pay for performance plan. Acta Psychologica Sinica, 2011, 43(10), 1198-1210.
[27]Wang, Z., Long, L., & Liu, D. Operation mechanism and effects of supervisor-subordinate guanxi in Chinese organizations. Acta Psychologica Sinica, 2011, 43(7), 489-809.
[28]Xie, B. & Long, L. The effects of career plateau on job satisfaction, organizational commitment and turnover intentions. Acta Psychologica Sinica, 2008, 40(8), 927-938.
[29]Zhou, H. & Long, L. Relationship between paternalistic leadership and organizational justice. Acta Psychologica Sinica, 2007, 39(5), 909-917.
[30]Long, L., Fang, L., & Ling, W. (2002). The structure of employee's career management in China. Acta Psychologica Sinica, 34(02), 74-82.
[31]Long, L., Fang, L., & Ling, W. (2002). Organizational career management: Measurement and its effects on employees’ behavior and feeling in China. Acta Psychologica Sinica, 2002, 34(1), 98-106.
Monographs/Textbooks
Textbook:
Long, L. R. (2016). Organizational Behavior (3rd edition). Dalian, Liaoning, Dongbei University of Finance and Economics Press. ISBN: 9787811225099
Long, L. R. (2011). Theory and Methods of Employee’s Testing (2nd edition), Wuhan, Hubei, Wuhan University Press. ISBN: 9787307069824
Monograph:
Long, L. R. (2002). Career Management: Study on the Structure and its Relationship.
Consulting Projects
[1]Human resource management system design (2017): Hubei Feilihua Quartz Glass Co., Ltd.
[2]Human resource management system design (2011): Hengfeng Group Co., Ltd.
[3]Human resource management system design (2009): Jinao (Hubei) Science & Technology Chemical Industry Co., Ltd.
[4]Human resource management system design (2009): Phoenix Publishing & Media, Inc.
[5]Benefits program design (2007): China Petroleum & Chemical Corporation Hubei Oil Products Company.
[6]Performance appraisal program design (2007): Nanhai Electric Power Design Institute Engineering Co., Ltd.
[7]Organization structure and performance appraisal program design (2006): Wenzhou Taizhu Group Co., Ltd.
[8]Performance appraisal program design (2006): Yichang Huaxi Mining Co., Ltd.
[9]Payment system design: (2005): Guangdong Raising Synthesis Energy Services Co., Ltd.
[10]Research on the competency model of marketing staff (2005): Guangdong Raising Synthesis Energy Services Co., Ltd.
Grants and Awards
[1]Huazhong Scholar Professor, Huazhong University of Science & Technology, 2013-
[2]Hosting the Brand Course of the Ministry of Education “Human Resource Management in English for Overseas Students in China” in 2013.
[3]The 11th Social Science Outstanding Achievement Award in Hubei province (second prize).
Zhu, S. L., Long, L. R., He, W., & Wang, Z. J. Beyond the instrumental exchange, the family-like employee-organization relationship in Chinese firms: Theory building and empirical investigation[J]. Management World, 2015, 11, 119-132.
[4]The 16th Natural Science Outstanding Academic Paper in Hubei province (second prize), December 2016. Hubei association of science and technology, Hubei provincial department of human resources and social security, Hubei Provincial Science Technology Department. (second prize)
[5]Zhang, Y., Long, L., Wu, T. Y., & Huang, X. When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation[J]. Journal of Organizational Behavior, 2015, 36(5): 698-719.
Positions and Reputation
[1]Associate Editor of Acta Psychologica Sinica (in Chinese), 2018 - 2021.
[2]Director of Chinese Psychological Society, 11/2017 - present.
[3]Commissioner of Committees, Industrial Psychology of Chinese Psychological Society, 2005 - 2009, 2013 - 2017.
[4]Vice Chairman of Human Resources Society of Hubei Province, 06/2009 - present.
[5]Vice Chairman of Psychological Association of Hubei Province, 2010 - 2014, 10/2015 - 09/2019.
[6]Member of Academic Committee of Luojia Management Review, 2017 - present.
[7]Editorial Board Member of Human Resource Management Review (in Chinese).
[8]Member of Academy of Management (AOM).
[9]Member of International Association of Chinese Management Research (IACMR).
Teaching (2014-2018)
Undergraduate：
Organizational Behavior, 32 Teaching Hours
Introduction to Discipline, 64 Teaching Hours
Graduate：
Human Resource Management, 272 Teaching Hours
Pressure Management, 16 Teaching Hours
Organizational Behavior Analysis, 32 Teaching Hours
Organizational Behavior, 352 Teaching Hours
