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<p>Young employees are rapidly occupying the corporate ecosystem, and improving employee innovation performance is related to the survival and development of enterprises. While compensation can motivate employees to engage in innovative activities, the phenomenon of pay mental discount (the perceived gap between expected and actual pay) may undermine this effect. To explore how pay mental discount influences employee innovation, this study constructed a moderated Dual-mediation model based on social exchange theory And conducted a three-wave questionnaire survey of 483 employees. Empirical results revealed that: pay mental discount significantly inhibit employee innovative performance; both proactive behavior and workplace well-being partially mediate this relationship; intergenerational leadership negatively moderates the effects of pay mental discount on workplace well-being and proactive behavior. Specifically, higher levels of intergenerational leadership weaken the negative impact of pay mental discount; conversely, lower levels of intergenerational leadership exacerbate this negative impact. Moreover, intergenerational leadership also mitigates the indirect negative effect of pay mental discount on innovation by enhancing workplace well-being and proactive behavior. These findings elucidate the mechanistic pathways and boundary conditions through which pay mental discount affects innovation, offering practical insights for organizations to foster employee creativity.</p>

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Can intergenerational leadership resolve the innovation dilemma caused by pay mental discount?—— A dual mediation model of workplace Well-being and proactive behavior

  • 期刊论文

  • 发表日期：

    2025年10月18日

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  • Li-ping Wang

摘要

Young employees are rapidly occupying the corporate ecosystem, and improving employee innovation performance is related to the survival and development of enterprises. While compensation can motivate employees to engage in innovative activities, the phenomenon of pay mental discount (the perceived gap between expected and actual pay) may undermine this effect. To explore how pay mental discount influences employee innovation, this study constructed a moderated Dual-mediation model based on social exchange theory And conducted a three-wave questionnaire survey of 483 employees. Empirical results revealed that: pay mental discount significantly inhibit employee innovative performance; both proactive behavior and workplace well-being partially mediate this relationship; intergenerational leadership negatively moderates the effects of pay mental discount on workplace well-being and proactive behavior. Specifically, higher levels of intergenerational leadership weaken the negative impact of pay mental discount; conversely, lower levels of intergenerational leadership exacerbate this negative impact. Moreover, intergenerational leadership also mitigates the indirect negative effect of pay mental discount on innovation by enhancing workplace well-being and proactive behavior. These findings elucidate the mechanistic pathways and boundary conditions through which pay mental discount affects innovation, offering practical insights for organizations to foster employee creativity.