Fostering change-oriented OCBS: an analysis of India’s IT talent

Abstract

Purpose

This study aims to investigate how workplace resourcefulness (positive psychological climate), as well as personal resources (psychological capital [PsyCap]), influence work engagement to promote change-oriented organizational citizenship behaviors (Ch-OCBs) among Indian information technology (IT) personnel.

Design/methodology/approach

The social exchange theory and job demands-resources model are used to provide rationale for proposing a comprehensive mechanism including antecedents, moderators as well as mediators enabling Ch-OCBs among IT personnel. Structured questionnaires were administered targeting IT professionals and their supervisors to test the proposed relationships. The obtained data from 30 supervisors and 240 subordinates were tested using confirmatory factor analysis, SEM and moderated path analysis technique.

Findings

Psychological climate, PsyCap and work engagement positively relate to Ch-OCBs; PsyCap moderated the relationship between psychological climate and work engagement. Specifically, the relationship between psychological climate and work engagement has come out stronger for employees with high PsyCap. Work engagement fully mediated the relationship between psychological climate and Ch-OCBs.

Practical implications

The findings can be critical in promoting voluntary change-focused behaviors among Indian IT personnel, for Indian and foreign (non-Indian) multi-national corporations that are interested in reaping profits by availing change-driven extra-role services of their efficient and the most preferred Indian IT employees of the world.

Originality/value

This study addresses to the call for more research on change-focused promotive part of OCB and advances the literature by providing evidence on the proposed set of associations from fast-pacing Indian economy.

Citation

Kataria, A., Rashmi, K. and Rastogi, M. (2023), "Fostering change-oriented OCBS: an analysis of India’s IT talent", Journal of Asia Business Studies, Vol. 17 No. 1, pp. 57-78. https://doi.org/10.1108/JABS-03-2021-0135