Search results

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.

In an educational landscape fraught with demands and limited finances, organizational citizenship behaviors (OCBs) of teachers are a coveted resource. In this regard, transformational leadership (TL) is often attributed with the achievement of such organizational outcomes. This conceptual essay considers the relationship between teacher culture, teacher OCBs, and TL, arguing that the characteristics of teacher culture predispose those who become teachers to perform OCBs. Furthermore, due to its participatory style, TL may result in either a motivating or de-motivating influence on teacher OCBs depending on the perceived values congruence between teacher culture and leadership goals and behavior. Implications and suggestions for practice are offered.

This chapter proposes a paradigm shift in considering the collective identification of employed physicians and how it influences physician engagement.

There are many challenges for organizations employing physicians, particularly in terms of engagement in organizational initiatives. Prior research suggests this conflict stems from how physicians think of themselves as professionals versus employees (as forms of collective identification). Unfortunately, research is limited in addressing these dynamics.

This conceptual chapter considers the complex network of relationships that physicians perceive between the collectives to which they belong. A primary collective identification (i.e., the profession) is proposed to influence subsequent collective identification (i.e., the organization), and that these meanings and relationships along with contextual factors drive engagement.

Health care organizations increasingly rely on engagement from their physicians to improve upon coordinated care. This proposed conceptualization offers new insight into the dynamics surrounding how and why employed physicians become engaged.

Purpose – The purpose of this chapter is to establish some of the reasons why there exists a chasm between micro and macro disciplines of organizational sciences. We aim to suggest some fecund areas for bridging the gap between the micro and macro side of our science.

Methodology/Approach – In this chapter, we have polled our colleagues to ascertain the areas that they believe have the most potential to bridge the micro–macro divide. In addition, we have reviewed extant literature to identify some of the areas where bridging work has already started.

Findings – Through our survey and literature review, we have identified a number of areas which can help in narrowing the micro–macro divide.

Social Implications – By suggesting some ways to bridge the micro–macro divide, this chapter helps in setting future research agenda that will help in viewing organizational problems from multiple lenses. Our work also encourages the scholars from various disciplines to explore ways that can integrate the broad disciplines of organizational sciences.

Originality/Value of Paper – We have attempted to take the pulse of researchers in management disciplines concerning the chasm between micro and macro disciplines, and we have tried to integrate this information with the bridging research that has already been reported. Moreover, we have suggested a number of reasons why this gap is so difficult to remediate. We discuss how bridging the gap is connected to the way in which we train, develop, and reward nascent scholars in our field.

This chapter examined the relationships between organizational justice, organizational trust, and organizational citizenship behaviors in Turkish secondary schools. Specifically, the study investigated whether, and to what extent, organizational justice and organizational trust predict variation in the organizational citizenship behaviors of teachers. A survey research methodology was employed in the study. The sample included 466 secondary school teachers in Kutahya, a city in western Turkey. The study adopted pre-developed respective scales for gathering the data. The data gathering instrument of the study incorporated the Organizational Justice Scale (Hoy & Tarter, 2004), the Organizational Trust Scale (Yılmaz, 2006), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). Analysis of the data through the use of hierarchical multiple regression analysis yielded a significant effect of organizational justice and significant effects for two of the three types of organizational trust. There is a positive and moderate level relationship between organizational citizenship on the one hand, and organizational justice, trust in the principal, trust in colleagues, and trust in stakeholders on the other. Predictor variables are ranked in terms of the size of their effect on organizational citizenship as trust in colleagues, trust in the principal, trust in stakeholders, and organizational justice. Organizational justice is a significant predictor of organizational citizenship behavior when considered in isolation, but becomes insignificant when organizational trust is controlled for. Organizational trust and organizational justice explain around two fifths of the total variance in organizational citizenship behavior.

The purpose of this study was to examine factors affecting teachers’ work performance (i.e., task performance and discretionary performance) and career aspirations (i.e., remaining a teacher, seeking promotion to a principalship, and career change). Applying an inclusive social-cognitive perspective, the study integrated the personal, organizational, and leadership domains to explain teachers’ task performance, discretionary performance, and career aspirations. The three domains, represented by the independent variables of self-efficacy, collective efficacy, perceived organizational support, and principal leadership styles, predicted teachers’ work performance and career aspirations. Participants included 897 public school teachers in a southern state in the United States. The data gathering instrument incorporated several previously validated scales on study constructs. The analyses indicated that teacher self-efficacy, collective efficacy, POS, and principal transformational leadership all significantly predicted the teachers’ task performance, discretionary performance, and career aspirations. Study findings suggest directions for future research on factors influencing teachers’ work performance and career aspirations.

Employees as citizens and companies as part of our society have to deal with the implications of grand challenges such as the global climate change or the COVID-19 pandemic in this turbulent twenty-first century. Internal versus external Corporate Social Responsibility (CSR) acquires an integrative element of sustainable business strategies. Human Resource Management (HRM) contributes by defining modern internal Workplace CSR concepts for supporting sustainable business strategies. The focus of the sustainable HRM strategy is the employees as the key asset of companies, applying especially to those who are particularly talented as future leadership successors and CSR ambassadors. On the basis of the current Green HRM and Workplace CSR review, theoretical and practical implications are concluded to foster Workplace CSR strategy as part of a modern working culture and an integrative HRM frame. The COVID-19 pandemic as an accelerator of Green and social transformation is also discussed in the context of this sustainable HRM framework.

Human resources management (HRM) has evolved from primarily focusing on monetary incentives toward incorporating other nonmonetary aspects for managing professionals’ motivation. However, in health care organizations, paying professionals for performance persists although evidence for its return on investment is scant. This raises the question whether monetary incentives are, in fact, the (only) motivator for health care professionals or whether other incentives could substitute or complement them in the future. This chapter reviews the basic ideas of pay for performance (P4P) and its current challenges. Taking into account HRM's experience (and evolution) in other industries, I discuss the interdependence and the impact of extrinsic and intrinsic motivators in health care. On the basis of the health care market's standing as a knowledge-intensive industry in which multiple actors contribute their knowledge to multiple tasks, I will offer suggestions how to manage motivation based on individuals’ intrinsic needs instead of relying solely on extrinsic motivators.

This research aims to shed light on organizational citizenship behaviors (OCBs) of different generations of hospitality workers in relation to their psychological contract. The psychological contract, which describes employees' implicit expectations of their employer, is related to a range of work-related outcomes such as commitment, turnover intention and OCB. Yet, virtually no studies have explored the psychological contract or OCB in a hospitality setting. These topics were approached from a generational context as a new generation of employees is entering the workplace with a reportedly different approach to work. Data were collected through face-to-face surveys on site from a sample (N=111) in 7 hotels of an international hotel chain. Findings provide evidence of generational differences in the content of the psychological contract, as well as the process through which the psychological contract impacts OCB. In particular, findings indicate that hospitality managers will increasingly have to consider motivating their staff through satisfaction of intrinsic needs for development, job content, and a pleasant working atmosphere. This was found to be particularly true for Generation Y, the youngest generation of workers.