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1 – 10 of 494Enhua Hu, Mingyan Han, Mengyue Zhang, Lin Huang and Hongmei Shan
Despite the considerable research into China's industrial relation system, little attention has been focused on what do Chinese unions at the enterprise level do and how their…
Abstract
Purpose
Despite the considerable research into China's industrial relation system, little attention has been focused on what do Chinese unions at the enterprise level do and how their daily work influences employees' work-related outcomes. Drawing on the theory of planned behavior, this paper aims to examine the impact of Chinese enterprise union practices on employees' change-oriented organizational citizenship behavior through the mediating roles of psychological safety, perceived insider status, and role breadth self-efficacy.
Design/methodology/approach
Data were collected from 450 employees at 45 unionized enterprises in China through a three-wave survey. Multilevel analyses were conducted to test the hypothesized effects.
Findings
Chinese enterprise union practices positively predicted change-oriented organizational citizenship behavior. Critically, psychological safety and role breadth self-efficacy mediated the positive relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.
Originality/value
This study provides new evidence on the effectiveness of Chinese enterprise union practices from a perspective of employees' work-related outcomes. It also enriches the existing literature on antecedents of change-oriented organizational citizenship behavior and provides a “planned” perspective to understand the mechanism that underlies the relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.
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Dirk De Clercq and Renato Pereira
This study adds to human resource management research by addressing relevant questions about how and when employees' suffering from workplace bullying may direct them away from…
Abstract
Purpose
This study adds to human resource management research by addressing relevant questions about how and when employees' suffering from workplace bullying may direct them away from voluntary efforts to improve the organizational status quo. It postulates a mediating role of beliefs about work meaningfulness deprivation, as well as beneficial, moderating roles of two personal resources (resilience and passion for work) in this link.
Design/methodology/approach
The research hypotheses were tested with survey data collected among employees who work in the construction retail sector.
Findings
A critical reason that bullying victims refuse to exhibit change-oriented voluntarism is that they develop beliefs that their organization deprives them of meaningful work, which, as the authors theorize, enables them to protect their self-esteem resources. The extent to which employees can bounce back from challenging situations or feel passionate about work subdues this detrimental effect.
Practical implications
When employees feel upset about being bullied at work, their adverse work conditions may translate into work-related indifference (tarnished change-oriented citizenship), which then compromises employees' and the organization's ability to overcome the difficult situation. Managers should recognize how employees' personal resources can serve as protective shields against this risk.
Originality/value
This study details the detrimental role of demeaning workplace treatment in relation to employees' change-oriented organizational citizenship, as explained by their convictions that their organization operates in ways that make their work unimportant. It is mitigated by energy-enhancing personal resources.
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Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration Agency…
Abstract
Purpose
Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration Agency (NIA). The purpose of this paper, which targeted immigration workers using the work design model (knowledge oriented), leadership types and organizational climate as perspectives, is to study immigration workers’ change-oriented OCB. Inspecting the knowledge-oriented work characteristics (KOWCs) of the NIA of Taiwan to find ways of stimulating change-oriented OCB through employees’ high self-efficacy is also critical. The investigators also explored how transformational leadership and organizational climate directly affect employees’ change-oriented OCB in a cross-level organization.
Design/methodology/approach
The subject of this research is the frontline immigration workers of Taiwan’s NIA, with its entire staff on duty at the country’s airports and ports as targets of the research. This study used a total of 312 questionnaires.
Findings
At the group level, transformational leadership shows significant positive influence on organizational climate. KOWCs can positively influence self-efficacy and affect change-oriented OCB on an individual basis; similarly, self-efficacy can also positively impact the individual’s change-oriented OCB. In addition, transformational leadership and organizational climate have a contextual effect on the outcome variable on an individual basis.
Originality/value
This finding is helpful for researching and practicing implications of HRM, such as in further understanding how the motivation from work characteristics, organization’s environment and interpersonal networks can increase employees’ change-oriented OCB.
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Mingze Li, Wenxing Liu, Yi Han and Pengcheng Zhang
The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially…
Abstract
Purpose
The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated.
Design/methodology/approach
Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data.
Findings
The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employees’ autonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs.
Research limitations/implications
The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity.
Practical implications
The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations.
Originality/value
This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.
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Wenting Wang, Lirong Jian, Qiuyun Guo, Haitao Zhang and Wenxing Liu
The purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the…
Abstract
Purpose
The purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the social dynamics of state paranoia theory, the study examines the relationship between narcissistic supervision and employees' change-oriented OCBs, and explores how this relationship is mediated by psychological safety and affective organizational commitment.
Design/methodology/approach
Using data collected from a sample of 183 employee–leader dyads from a technology company in China, the study examines the mediating effects of psychological safety and affective organizational commitment on the relationship between narcissistic supervision and employees' change-oriented OCBs. Structural equation modeling is used to analyze the data.
Findings
The results indicate that narcissistic supervision has a negative effect on psychological safety and affective organizational commitment; psychological safety mediates the relationship between narcissistic supervision and affective organizational commitment; and affective organizational commitment mediates the relationship between psychological safety and employees' change-oriented OCBs. The results also show that the negative effect of narcissistic supervision on employees' change-oriented OCBs is mediated by psychological safety and subsequently affective organizational commitment.
Originality/value
This study contributes to the literature by linking narcissistic supervision and employees' change-oriented OCBs and suggesting that psychological safety and affective organizational commitment are two critical mediators of this relationship. This study not only advances research on the “dark side” of narcissistic supervision, but also sheds light on the underlying mechanism of narcissistic supervision and employees' change-oriented OCBs from the psychological and emotional perspectives.
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Yu Han, Greg Sears and Haiyan Zhang
Drawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and…
Abstract
Purpose
Drawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and two types of organizational citizenship behavior (OCB): affiliative and change-oriented OCB. Further, equity sensitivity, a dispositional variable reflecting one’s tendency to “give” or “take” in their interpersonal interactions, was tested as a moderator of these effects.
Design/methodology/approach
Data were collected from a sample of 240 manufacturing employees in China and their respective supervisors. Multilevel analyses were conducted to test the hypothesized effects.
Findings
LMX was found to be positively associated with affiliative, but not change-oriented OCB. Equity sensitivity moderated these relationships, such that LMX was positively associated with both types of OCB when employees are benevolent, but not when they are entitled.
Research limitations/implications
Given the different pattern of relationships that were observed between LMX and affiliative vs change-oriented OCB, the results suggest that LMX may differentially influence these two types of OCB. Future studies should continue to explore the role of dispositional traits in moderating the effects of LMX, including less desirable (“negative”) traits.
Originality/value
Very few studies have examined the role of dispositional variables in moderating the effects of LMX. Consistent with principles of the social exchange and equity theory, the results suggest that LMX will only be associated with OCB when employees are benevolent (i.e. they are “givers”), and not when they are entitled (i.e. they are “getters”).
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Pep Simo, Jose M. Sallan, Vicenc Fernandez and Mihaela Enache
The purpose of this paper is to investigate the relationship between a challenging dimension of organizational citizenship behavior (OCB) and self-regulatory focus in an academic…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between a challenging dimension of organizational citizenship behavior (OCB) and self-regulatory focus in an academic work setting. Job performance indicators were included to assess the nomological validity of regulatory focus measures.
Design/methodology/approach
Data were collected using a questionnaire conducted with 251 Spanish academic workers. The data were analyzed using structural equation modeling.
Findings
Results reveal the existence of positive relationships between promotion focus and two of the outcomes: change-oriented OCB and research-oriented performance-enhancement intention. On the other hand, prevention focus had only a significant relationship with teacher-oriented performance-enhancement intention.
Research limitations/implications
The limitations of this research are twofold: on the one hand, further research should overcome the methodological limitations related with data gathering, looking for third-party measures of performance and favoring longitudinal data collection designs. On the other hand, more research is needed on the malleability of regulatory focus, defining models when prevention and promotion focus act as mediating variables.
Practical implications
Individuals with high levels of promotion focus will put their efforts on the tasks which are more valued in the processes of tenure, promotion and compensation. On the other hand, individuals with high levels of prevention focus will tend to meet the minimum of requirements and accomplish salient job duties. That can be taken into account when defining human resource policies, giving a high weight in the assessment of tenure and promotion programs to the tasks where the organization wants their promotion focus individuals to center their attention.
Originality/value
This paper is one of the first efforts of validating the Regulatory Focus at Work Scale in organizational and academic contexts different from the initial validation study. The study also contributes to research on the antecedents of change-oriented OCBs, and defines new measures of intentions to perform in specific working activities.
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Dirk De Clercq and Renato Pereira
For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research…
Abstract
Purpose
For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research postulates that employees’ perceptions of pandemic threats might diminish the extent to which they engage in change-oriented voluntarism at work. This negative connection may be attenuated by employees’ access to two personal (work-related self-efficacy and organization-based self-esteem) and two relational (goal congruence and interpersonal harmony) resources.
Design/methodology/approach
The theoretical predictions are tested with survey data collected among employees who work in a banking organization in Portugal.
Findings
Persistent negative thoughts about a pandemic undermine discretionary efforts to alter and enhance the organizational status quo, but this detrimental effect is mitigated when employees (1) feel confident about their work-related abilities, (2) have a positive self-image about their organizational functioning, (3) share a common mindset with coworkers with respect to work goals and (4) maintain harmonious relationships with coworkers.
Practical implications
This study pinpoints several ways HR managers can reduce the danger that employees’ worries about life-threatening crises may lead to complacent responses that, somewhat paradoxically, might undermine their ability to alleviate the suffered hardships.
Originality/value
The findings contribute to research on the impact of external crisis situations on organizations by providing an explanation of why employees may avoid productive, disruptive work activities, contingent on their access to complementary resources.
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Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized…
Abstract
Purpose
Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.
Design/methodology/approach
A nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.
Findings
The study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.
Practical implications
The study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.
Originality/value
This paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.
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Aakanksha Kataria, Kumari Rashmi and Mansi Rastogi
This study aims to investigate how workplace resourcefulness (positive psychological climate), as well as personal resources (psychological capital [PsyCap]), influence work…
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.
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