Search results

Building on social informational processing theory, the purpose of this paper is to develop and test a theoretical model of moderated mediation in which social loafing tendency serves as an intervening mechanism that explains associations among two dimensions of leader–member relationships (formal and informal relationships, namely, leader–member exchange and leader–member guanxi) and customer service performance.

The authors designed a field study to test the hypotheses presented in this paper. A survey of 304 supervisor–employee pairs and matched customers generally provide support for this model.

The authors found that social loafing tendency played a mediating role between leader–member relationships and customer service performance. Co-worker service-oriented OCB moderated the positive relationship between leader–member guanxi and loafing tendency.

More samples should be collected from both private and state-owned company. Both the informal and formal leader–member relationships should be unanimously included in examining how the leader–member relationships influence focal employee’s attitude and behavior, particularly in societies where the informal relationship plays noticeable role.

Managers should properly deal with formal and informal relationship with subordinates.

The influence of leader–member guanxi on employees and organization is controversial in extant literature. In some sense, this finding contributes to extant literature by further clarifying the influence of guanxi on the focal employee’s performance.

This paper aims to examine the influence of role stressors on service-oriented organizational citizenship behavior (OCB) mediated by depersonalization, with a moderator of social capital.

A self-administered online survey was completed by 265 current hotel frontline employees in the USA.

The study reveals that role ambiguity has a detrimental impact on service-oriented OCB. The results show that depersonalization is found to be a critical mediator that modifies the implications of both role ambiguity and role conflict for service-oriented OCB. Furthermore, the negative effect of role conflict on depersonalization is buffered by social capital.

Hotel firms that would like to encourage employees to exert proactive behaviors in their jobs might benefit from developing an effective way to reduce role stressors in their jobs. However, given that such role stressors are inevitable in the workplace, hotel firms should place more emphasis on enhancing social capital as an effective way to manage role stressors in the workplace.

This study advances previous studies on role stressors and service-oriented OCB by addressing how and why role stressors influence employees’ service-oriented OCB. This study incorporates advanced job demand-resource theory by identifying social capital as a critical job resource to buffer the detrimental impact of role conflict on depersonalization in the hotel context.

The purpose of this paper is to examine the effect of employment status on service-oriented organizational citizenship behavior (OCB) of customer contact employees. The authors also investigate the mediating roles of internal mobility opportunity and job insecurity in the relationship between employment status and service-oriented OCB.

A survey methodology was used and data were collected from a dyad-sample of 270 employees and their supervisors of one retail and one banking companies in Taiwan. Product-of-coefficients approach and bootstrapping were used to test the multiple mediating model.

The results demonstrate that temporary employment related negatively to service-oriented OCB. Moreover, both internal mobility opportunity and job insecurity mediated the employment status – service-oriented OCB linkage.

This study has three limitations. First, this study examined only fixed-term direct-hire temporary employees. Future research should explore voluntary job behaviors of different categories of temporary employment to confirm the results of the present study. Second, this study examined internal mobility opportunity and job insecurity as two mediators. Other alternative avenues may exist by which employment status may lead to service-oriented OCB. Future research may explore additional possible mediators. Finally, the participants of this study were selected by the human resource departments of the participating companies. This option could have introduced selection bias in this study.

This study suggests that management should be aware of why temporary customer contact employees have lower levels of service-oriented OCB. As service-oriented OCB may be vital for organizational success in the service context, management must consider the benefits and costs when hiring temporary employees. Moreover, management can motivate temporary employees to display higher service-oriented OCB by shaping their expectations of internal mobility possibilities, or reducing temporary employees’ perception of job insecurity to enhance their service-oriented OCB.

This study makes two contributions. First, this study extends the effect of employment status in the OCB literature by investigating the relationship between employment status and service-oriented OCB for customer contact employees. The results of the present study lend support for the partial exclusion theory to predict that socially excluded group (i.e. temporary employees) tends to be less engaged in service-oriented OCB. Second, this study contributes to the literature by investigating two important links (i.e. internal mobility opportunity and job insecurity) to explain why temporary employment may lead to lower service-oriented OCB.

The purpose of this paper is to examine the role of psychological contract violation (PCV) as a mediating variable in the relations between psychological contract breach (PCB) and work‐related attitudes and behaviors. In addition, this study aims to expand the generalizability of psychological contract theories by examining service‐oriented employees rather than a population of managers as in most research on PCB.

A survey was administered to 196 service‐oriented employees working in the USA. Factor analyses (principal components, varimax rotation) were conducted on all the variables in the study to determine the factorial independence of the constructs. Hierarchical multiple regression analyses were conducted to test the main effects and mediating hypotheses.

The findings are consistent with the proposed mediation model of the study. PCV was found to fully mediate the relations between PCB and job satisfaction, organizational commitment, intentions to quit, perceived organizational support, service delivery, service‐oriented organizational citizenship behavior, and participation service‐oriented organizational citizenship behavior. PCV was found to partially mediate the relation between PCB and loyalty service‐oriented organizational citizenship behavior. PCV was not found to mediate the relation between PCB and in‐role job performance.

The use of a cross‐sectional non‐experimental design does not allow for definitive conclusions regarding causality and there is a possibility that the results may be influenced by common method variance.

Managers need to carefully consider and manage the psychological contracts of their subordinates from a cognitive perspective (PCB) and an affective perspective (PCV).

The paper empirically examines the PCB‐PCV Outcomes model using a sample of service‐oriented employees.

The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting customer‐focused organizational citizenship behaviors of frontline employees in a diverse cultural context, at the crossroads of East and West.

Building on organizational citizenship behavior literature, the present study in the paper involved customer‐contact personnel employed in five service industries in a Greek mid‐sized town. Questionnaires were administered in person by the researcher during regularly scheduled meetings on company premises. A total of 269 individuals were invited to participate in the study. Participation was voluntary. The response rate was 74 percent. Confirmatory factor analysis (CFA), reliability‐, correlation‐ path‐ and hierarchical regression analyses were conducted to test research hypotheses.

The findings in this paper indicate that the concept of customer‐oriented organizational citizenship behavior (CO‐OCB) is a useful construct in the Greek context. Both direct and indirect influences and interactive effects were identified. Indeed, results indicate that the relationship between job involvement and service climate in impacting CO‐OCBs is complex (moderated mediation or mediated moderation?), warranting further investigation.

The findings in the paper are limited by the sampling method and the specificity of the geographic context. It would be of interest to enhance the theoretical model by incorporating more individual, task, organizational and contextual variables.

The study in this paper demonstrates the important effects of service climate and job involvement on frontline employees' customer‐oriented organizational citizenship behaviors in Greek service organizations. Service managers should benefit from noting the links and the likely favorable outcomes for customers, employees and their organizations.

The paper provides empirical evidence of the applicability of the CO‐OCB construct in Greek service contexts and illuminates the complex nature of inter‐relationships between organizational climate for service and job involvement in predicting customer‐oriented organizational citizenship behaviors, expanding the OCB literature.

The purpose of this paper is to contribute to the knowledge of how organization service orientation (OSO) influences job satisfaction and organizational citizenship behavior (OCB) of customer‐contact employees.

Questionnaires were carried out in 149 hotel firms. One customer‐contact employee and the manager provide the data in each hotel. The constructs were measured using existing scales. Structural equation models were used to examine the effects.

The empirical results enable one to identify the dimensions of OSO on which the managers of hotel firms should place greater emphasis in order to stimulate employee job satisfaction and OCB.

The results are limited by the specificity of the geographic context. It would be of interest to complete the model by incorporating other variables, such as employees' trust of management, role conflict and role ambiguity, and measures of performance such as service quality.

The results indicate that managers must use service communicative leadership and service encounter practices to influence directly employee OCB and human resource management to improve employee job satisfaction and OCB.

The paper provides empirical evidence about the positive effect of the OSO on employee job satisfaction and citizenship behavior in the hospitality industry.

The purpose of this paper is to investigate the impact of motives for volunteerism and organizational culture on organizational commitment (OC) and organizational citizenship behavior (OCB) in Indian work context.

The data were collected from 248 middle and senior managers of a public sector organization in India. The self and other reported questionnaires were used to collect the data.

Results of hierarchical regression analysis have shown that personal development dimension of volunteerism was found to be the positive predictor of OC and OCB both. However, career enhancement, empathy and community concern dimensions of volunteerism had mixed effects on both the criterion variables. Furthermore, culture had not shown a significant impact on OCB; however, it had a positive influence on affective and continuance commitment. Moreover, demographic variables (age, education and tenure) had strong impact on OC than OCB.

OC and OCB are highly desirable forms of employees’ behavior in which motivation for volunteerism and organizational culture can play a significant role. However, both OC and OCB are differentially predicted by these antecedent variables.

This is the first study which has explored the impact of motives for volunteerism on OC and OCB in the field of organizational behavior in a non-western work context such as India.

Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship behavior (OCB) while considering the mediating role of knowledge hiding and moderating role of political skill in this process.

Data were collected in a time-lagged survey in two waves with a three-week interval from frontline employees and their peers working in private sector banks in India. The hypothesized relationships were ascertained using the PROCESS macro for SPSS.

The results revealed a negative association between the perception of organizational politics and OCBs targeted at co-workers (OCBI), organization (OCBO) and customers (OCBC), both directly and indirectly, via knowledge hiding. Additionally, the negative indirect effect of the perception of organizational politics on OCB facets, via knowledge hiding, is buffered for individuals with high levels of political skill.

The current study portrays a more comprehensive understanding of the dynamics between the perception of organizational politics and OCB, with a particular emphasis on identifying the unidentified factors that may impact this liaison.

Emotional intelligence (EI) affect behavior and thinking patterns are linked to physical and mental health, employee interpersonal relationships and job performance. Regarding individual EI, workplace employees expect high organizational support with positive employee relations, because they regard employee relations as a perceived support from the organization, which reflects a positive organization's citizenship behavior. Thus, in terms of human resource management, enhancing organizational citizen behavior can ensure that employees continue to improve job performance by maintaining a positive psychological state and employee relations.

Using a questionnaire survey and structural equation modeling, this study aims to investigate the relationships between EI, psychological capital, job performance, organizational citizenship behavior (OCB) and perceived organizational support. The research subjects (N = 536) were in life insurance companies in Taiwan.

The results showed that psychological capital plays a mediating role in the effect of EI on OCB. Perceived organizational support is used to determine the existence of the effect of moderated mediation in the proposed research model.

This is the first study to find that the indirect effect of EI on organizational citizen behavior through psychological capital is stronger when there are higher levels of perceived organizational support than when there are lower levels of perceived organizational support. In addition, in terms of employee relation development, employee perceived organizational support from organizations is a critical influence which bridges employees' EI and organizational citizen behavior through psychological capital on the human resource management.

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance. Employees' perceived goal congruence is proposed to be an important mediator of the effect of high-performance work systems (HPWS) on organizational citizenship behaviors (OCB). In this paper, the authors proposed and tested a moderated mediation model that depicted how servant leadership increased or restrained these effects.

This study used data from 56 managers and 322 employees working in Bangladeshi organizations. The study conducted cross-level analyses using hierarchical linear modeling (HLM) to examine the hypothetical relationships among variables.

This study revealed that employees' perceived goal congruence mediated the influence of HPWS on OCB. Consistent with the moderated mediation prediction, employee-perceived goal congruence mediated the relationship between HPWS and OCB when servant leadership is high.

This study examined how and when HPWS affects OCB by incorporating perceived goal congruence and servant leadership as mediating and moderating variables, respectively.