Beyond the “give back” equation: The influence of perceived organizational justice and support on extra-role behaviors

Abstract

Purpose

Extra-role behaviours have drawn much attention lately due to their instrumental role in improving organizational performance. Numerous studies have tried to investigate the antecedents of extra-role behaviours, suggesting several organizational practices, such as organizational support and justice, which are perceived positively by employees, and are observed to increase their extra-role behaviours. The purpose of this study is to investigate these relationships deeper, using the social exchange theory (SET) as a theoretical framework.

Design/methodology/approach

The authors used the quantitative approach in this study, using a survey to collect data from 169 front-line respondents in banking and tourism. The data were analyzed using structural equation management with SmartPLS (3).

Findings

This study investigates these relationships deeper, using the social exchange theoretical framework to explain how extra-role behaviours are undertaken by employees as a means of pay-back to the organization, taking into account the potential mediating effects of employee attitudes (work engagement and affective commitment), thereby explaining the dynamics of this process, and suggesting a resulting expanded pay-forward reciprocation cycle involving the organization, the employees and the customer.

Originality/value

The main extension to theory is captured through the depiction of a “pay forward” as opposed to “pay back” behaviour, demonstrating employees’ willingness to reciprocate by shifting their orientation towards the organization’s customers. This suggests that SET is operationalized not only through the reciprocal behaviour of employees but also through employees’ orientation toward the organization’s customers.

Citation

Bizri, R.M. and Hamieh, F. (2020), "Beyond the “give back” equation: The influence of perceived organizational justice and support on extra-role behaviors", International Journal of Organizational Analysis, Vol. 28 No. 3, pp. 699-718. https://doi.org/10.1108/IJOA-07-2019-1838