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Guided by the affect theory of social exchange, this study aims to examine the affective process underlying the impact of customer cooperation on hotel frontline employees’ prosocial service behavior. Job autonomy was tested as a boundary condition.

A mix-mode quantitative survey collected data from 818 frontline employees in 14 upscale hotels across China. Data were analyzed using structural equation modeling to test the research hypotheses.

Results suggest that customer cooperation influences employees’ prosocial service behavior directly and indirectly via employees’ positive affect. Contrary to expectations, job autonomy weakened the relationships among customer cooperation, positive affect and employees’ extra-role customer service but did not moderate the impacts of customer cooperation and positive affect on employees’ role-prescribed customer service.

As an initial attempt to investigate the effects of customer cooperation on two types of frontline employees’ prosocial behavior, this study broadens the application of the affect theory of social exchange and contributes to an understanding of the theory’s boundary conditions by testing a framework under the contextual condition of job autonomy.

The researchers aim to investigate the role of psychological capital (PsyCap) in facilitating intrinsic motivation and goal-commitment among employees at the workplace, affecting outcome variables, namely, in-role and extra-role job performance.

Data were collected from 640 employees working in the information technology sector of India. Covariance-based structural equation modeling (CB-SEM) was used to test the hypothesized relationships.

Analysis revealed a significant positive impact of PsyCap on the two behavioral facets of job performance. Intrinsic motivation and goal-commitment were found mediating the influence of PsyCap on the two facets of job performance.

The information technology sector is characterised by continuous change. It requires voluntary prosocial behavior from employees, where the employees are expected to display multifaceted job performance behaviors, where they go beyond their job duties to cater for the dynamics of the IT sector. The present study provides means by which intrinsic motivated and goal-committed behavior are facilitated for both the in-role and extra-role job performance.

The present study is among the few preliminary studies that have provided evidence that intrinsic motivation and goal-commitment are the two variables which aid PsyCap in predicting both the prescribed and voluntary job performance behaviors.

Seeing past research, sales managers’ encouragement of their salespeople, tailored to the demands of value-creating sales, should constitute a key success factor for implementing value-centered business models. But prior research is largely silent on sales managers’ encouragement behavior for adopting value-centered business models regarding specific sales manager encouragement behaviors. Hence, this paper aims to examine the moderating effect of in-role and extra-role encouragement by sales managers in value-centered business models on financial firm performance.

The research model was tested empirically on a sample of key informants from 209 firms working in (sales) management positions using regression analysis.

The findings suggest that in-role encouragement behavior is more effective to achieve financial firm performance in value-centered business models. Sales managers should use in-role encouragement to provide their salespeople with a clear structure as a framework for their tasks and work environment and a strategic alignment along the sales organization.

First, while the study included a variety of industries, it only covered countries from the Dach region (Germany, Austria, and Switzerland), which could limit the generalizability of the findings. To validate the results in additional countries, future research could replicate the research in a cross-country study to test whether the effects differ between countries. Second, the study surveys one key informant per firm on a firm-level leadership tendency. Although leadership culture may promote similar leadership styles or behaviors within one firm, individual leadership behaviors may still vary. Future research should validate the findings using individual sales managers data.

Firm managers must encourage sales managers in value-centered business models to engage in in-role encouragement and avoid extra-role encouragement and thus intensify their micromanagement. Micromanaging the salesforce comprises extensive guidance regarding their expectations and execution toward their salespeople’s work-related tasks and their way of thinking. Furthermore, firms must ask themselves whether their sales managers are capable of micromanaging at all and whether they have the capacity to do so. If not, they must create the appropriate capacities for this. Supplementary, firms should offer regular training for managers on the application of in-role encouragement.

To the best of the authors’ knowledge, this is the first study combining the two rather separately considered research streams of encouragement behavior and value-centered business models regarding the effects on firm performance outcomes.

Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE).

Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses.

The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships.

The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes.

This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.

The purpose of this paper is to describe the development of a coherent conceptual framework that could guide research that enhances our understanding of the factors that influence extra-role workplace behaviors and work performance in health care. In health-care settings, work performance is dependent upon worker’s extra-role behaviors.

The authors draw upon theory and current research in the field of organizational behavior and work motivation to explain the relationships between extra-role behaviors (ERBs), commitment, perceived organizational support (POS) and justice. These behaviors are related to a number of factors, including one’s affective commitment, POS and organizational justice. The influence of most of these concepts on work outcomes has been established in disparate studies, but their precedence in terms of influencing extra-role behaviors is not well understood.

An augmented framework is produced, incorporating concepts of relevance to work motivation and work attitudes. Propositions, predicated on research evidence, are offered.

Spontaneous, emotional and/or reflexive behaviors are not accounted for in the conceptual framework.

By adjusting interaction with employees, managers can bring about positive effects, facilitating constructive ERBs, which can improve work performance and productivity, patient safety, care quality and enable cost savings.

This paper offers a novel comprehensive framework based upon a comprehensive literature review.

The purpose of this research was to explore common conceptions about the underlying nature of teachers’ organizational citizenship behaviors (OCBs). Two studies were conducted to examine the dynamic and subjective nature of the boundary between teachers’ in-role and extra-role behavior. Study 1, based on a sample of 205 teachers from 30 elementary schools in Israel, examined this boundary between teachers’ in-role and extra-role behaviors through teachers’ career stages. Study 2, based on a survey of 29 principals, 245 teachers, and 345 parents from 30 elementary schools in Israel, investigated how different stakeholders in schools (principals, teachers, parents) conceptualized teachers’ in-role–extra-role boundary. Results from these two studies attest to its dynamic and subjective nature. Implications for research and practice are discussed.

Customer engagement (CE) literature features divergent definitions and conceptualizations. To clarify its meaning, antecedents and outcomes, this paper aims to propose that psychological customer engagement (PCE) is the mechanism by which customers’ readiness to engage influences behavioral customer engagement (BCE) in the form of in-role and extra-role behaviors, which then affect customers’ goal attainment, satisfaction and retention.

Set in the fitness center industry, this study combines perceptual data (from customers) and behavioral data (from the fitness center) to reveal a hierarchy of effects: customer readiness to PCE to BCE to customer goal attainment, satisfaction and retention.

Customer readiness variables (role clarity, ability, motivation) influence in-role and extra-role BCE directly and indirectly through PCE. Extra-role BCE is associated with goal attainment and satisfaction, and the latter is linked to customer retention. In-role BCE is associated with goal attainment only.

The proposed integrative model bridges the psychological–behavioral divide in CE literature and encourages the adoption of a broader nomological network that accounts for the effects of customers’ characteristics and actions on their goal attainment, satisfaction and retention.

Managers can enhance CE by improving customer role clarity, ability and motivation. Relative to in-role BCE, extra-role BCE appears more critical because it affects both goal attainment and satisfaction directly and retention indirectly.

The novel integrative approach, combining BCE and PCE in a single model, also provides a consumer-oriented view on CE, which establishes a more comprehensive perspective, as summarized in the proposed model of consumer engagement.

Drawing on the social exchange theory (SET) and the self-determination theory (SDT), the present study aims to examine the impact of green human resource management (GHRM) on three types of employee green behavior (EGB) – green in-role, innovative and extra-role – in the presence of environmental managerial support (EMS) as a conditional factor.

The research model was verified based on data from 419 respondents employed in companies operating in the energy sector in Poland (Europe’s “coal heartland”). PLS-SEM was used in the statistical analyses.

This study shows that GHRM positively impacts three types of EGB. EMS positively moderates the relationships of GHRM with both green extra-role behaviors and innovative work behaviors; however, EMS does not play a moderating role in the relationship between GHRM and green in-role behaviors.

This study, being one of a kind, enriches the literature by exploring the conditional role of EMS on the integrated relationship of GHRM practices with in-role, extra-role and innovative behaviors and offers evidence from the rarely examined energy sector, which plays a vital role in the transformation of nations toward sustainable development.

This study aims to investigate the influence of illegitimate tasks on frontline hospitality employees’ in-role and extra-role performance via the mediating role of thriving at work and the moderating role of work centrality.

Survey data were collected from 264 supervisor–subordinate pairs from three hotels in Jiangsu, China and analyzed using structural equation modeling.

Illegitimate tasks negatively affected hospitality employees’ in-role and extra-role performance by inhibiting thriving at work. In addition, work centrality strengthened the impact of illegitimate tasks on thriving at work and their indirect effect on in-role and extra-role performance via reduced thriving at work.

First, managers should avoid assignment of unnecessary tasks. However, many tasks that could be viewed as illegitimate must still be performed; the results demonstrate that managers must be mindful of how such tasks are assigned and to whom, and should take steps to minimize and/or manage potential negative reactions to illegitimate tasks.

This study enriches the illegitimate tasks literature by examining its influence on the frontline hospitality employees’ in-role and extra-role performance and highlights a novel mediating mechanism linking illegitimate tasks and employee performance using conservation of resource theory. In addition, this reveals the novel moderating effect of work centrality.

This paper aims to examine how external marketing messages, which are generally used to convey company and product information to external target audiences, influence job attitudes and behaviors of salespeople.

The study is conducted based on survey data on 348 salespeople working at regional banks in the Midwestern USA. The relationships among salespeople’s perceptions of marketing messages (i.e. in terms of value incongruence and claim inaccuracy), organizational cynicism, job attitudes (i.e. organizational commitment and job satisfaction) and behaviors (i.e. extra-role performance) are empirically tested.

Salespeople’s perceptions of value incongruence and claim inaccuracy of marketing messages heighten organizational cynicism, which in turn negatively impacts on organizational commitment, job satisfaction and extra-role performance. Also, inaccurate claim directly decreases job attitudes and behaviors.

The results are limited to salespeople in financial institutions, and future research should investigate perceptions of non-customer contact employees in other industry contexts. Future investigation may also include objective performance metrics and consumer satisfaction ratings.

Service firms should strive to align salespeople’s perceptions of marketing messages with firms’ intended goals from those messages.

Drawing on attitude theory and perspectives from sales literature, social psychology and organizational behavior literature, in the first of such investigations, the authors studied the impact of external marketing messages on salespeople’s cynicism, job attitudes and behaviors.