Objective: Based on the theory of perceived organizational support (POS), conservation of resource (COR) and job demands-resources (JD-R) model, this study establishes a moderated mediation model to test the role of job satisfaction in mediating the relationship between perceived organizational support and job burnout, as well as the role of regulatory emotional self-efficacy in moderating the above mediating process. Method: A total of 784 police officers were surveyed with the Perceived Organizational Support Scale, the Job Burnout Questionnaire, the Regulatory Emotional (...) Self-Efficacy Scale, and the Minnesota Job Satisfaction Questionnaire. Results: (1) After controlling for gender, seniority, age, police classification, education, and marital status, regression analysis showed a significant negative correlation between perceived organizational support and burnout (r = -0.42, p < 0.01), and the former had a significant negative predictive effect on job burnout (β = -0.42, p < 0.001). (2) The mediating effect test shows that job satisfaction plays a partial role in mediating the relationship between perceived organizational support and job burnout. (3) Through the analysis of the moderated mediation model test, regulatory emotional self-efficacy moderates the first half of the path of “perceived organizational support → job satisfaction → job burnout". Conclusion: Perceived organizational support not only directly affects police job burnout but also indirectly affects police job burnout through job satisfaction. Regulatory emotional self-efficacy enhances the influence of organizational support on job satisfaction. This study indicates the combined effect of perceived organizational support, job satisfaction and regulatory emotional self-efficacy on job burnout and has certain guiding significance for alleviating police job burnout. Keywords: Perceived organizational support, Job burnout, Job satisfaction, Regulatory emotional self-efficacy, Moderated mediation. (shrink)

Previous studies have shown that smiling, fairness, intention and the results being openness to the proposer can influence the responses in ultimatum games respectively. But it is not clear that how the four factors might interact with each other in twos or in threes or in fours. This study examined the way that how the four factors work in resource distribution games by testing the differences between average rejection rates in different treatments. Two hundred and twenty healthy volunteers participated in (...) an intentional version of the ultimatum game(UG). The experiment used a 2×2×2×2 mixed design with "openness" as a between subjects factor and the other three as within subjects factors, and the participants were assigned as recipients. The results revealed that fairness or perceived good intention reduced the subject's average rejection rates. There was a significant interaction between facial expressions and openness. With fair offers, the average rejection rate for informed was lower than that of uninformed; but when unfair, no difference between the corresponding average rejection rates was found. The interaction effect of smiling and openness was also significant, the average rejection rate for informed offers was lower when the proposer was smiling and no rejection rate difference between uninformed offers and informed offers when no smiling. No other interaction effect was found. (shrink)