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Book part
Publication date: 16 July 2018

Organizational Citizenship Behavior in the 21st Century: How Might Going the Extra Mile Look Different at the Start of the New Millennium?

Jaron Harvey, Mark C. Bolino and Thomas K. Kelemen

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the…

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Abstract

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

Details

Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1108/S0742-730120180000036002
ISBN: 978-1-78756-322-3

Keywords

  • Organizational citizenship behavior
  • twenty-first century workplace
  • employee trends

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Article
Publication date: 14 March 2014

The impact of impression management over time

Mark C. Bolino, Anthony C. Klotz and Denise Daniels

The purpose of these studies was to investigate how the repeated use of impression management (IM) tactics is related to supervisor perceptions in newly formed…

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Abstract

Purpose

The purpose of these studies was to investigate how the repeated use of impression management (IM) tactics is related to supervisor perceptions in newly formed supervisor-subordinate dyads.

Design/methodology/approach

Two studies were conducted – a lab study in which participants evaluated a confederate who performed an accounting task while using different types of IM across five trials, and a field study examining the IM tactics of new employees and their supervisors' ratings of likability and performance at two points in time.

Findings

In the lab study, the repeated use of ingratiation had an increasingly positive effect on performance ratings, whereas repeated apologies had an increasingly negative effect on evaluations of performance. The influence of IM tactics on ratings of subordinate likability did not change with repeated use. In the field study, subordinates' use of apologies and justifications was more strongly associated with supervisor evaluations of likability and performance in earlier stages of their relationship.

Practical implications

Employees need to be mindful that IM tactics may vary in their effectiveness depending on the timing and frequency of their use. Furthermore, supervisors should consider the initial influence that IM has on their ability to objectively evaluate new subordinates.

Originality/value

This research is unique in that it examined how the repeated use of both assertive (i.e. ingratiation and self-promotion) and defensive (i.e. apologies and justifications) IM tactics are related to both evaluations of likability and performance ratings at multiple points in time.

Details

Journal of Managerial Psychology, vol. 29 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/JMP-10-2012-0290
ISSN: 0268-3946

Keywords

  • Impression management
  • Apologies
  • Ingratiation
  • Justifications
  • Self-promotion

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Book part
Publication date: 16 July 2018

Prelims

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Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1108/S0742-730120180000036010
ISBN: 978-1-78756-322-3

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Book part
Publication date: 16 July 2018

About the Authors

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Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1108/S0742-730120180000036008
ISBN: 978-1-78756-322-3

Content available
Article
Publication date: 11 February 2019

Looking good and doing good: family to work spillover through impression management

Dawn S. Carlson, K. Michele Kacmar, Merideth J. Thompson and Martha C. Andrews

The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have…

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Abstract

Purpose

The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the spillover of the incumbent’s family domain onto the work domain.

Design/methodology/approach

The authors examined the data from 296 matched job incumbents and coworkers. The authors tested a structural equation model and alternative models to find the best fit and subsequently tested both direct and indirect effects.

Findings

The authors found that family-to-work conflict related to job-focused and supervisor-focused IM behaviors, and family-to-work enrichment related to self-focused, coworker-focused and supervisor-focused IM behaviors. Supervisor-focused IM served as a mediator to the job incumbent’s attitude (job satisfaction) while job-focused, self-focused and coworker-focused IM served as mediators to the job incumbent’s behavior (job performance).

Practical implications

The research is important in that just as employees do not “leave work at the office,” they also do not “leave family at home.” Instead, experiences in the two domains affect one another in ways that are beneficial and harmful. Understanding the role that IM plays in this process adds insight into the spillover of family onto work.

Originality/value

The authors extend both the work-family and IM literatures by looking at potential family domain antecedents to engaging in IM behaviors and their impact on work life.

Details

Journal of Managerial Psychology, vol. 34 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JMP-04-2018-0162
ISSN: 0268-3946

Keywords

  • Impression management
  • Work-family issues
  • Work-life balance
  • Family-to-work conflict
  • Family-to-work enrichment

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Book part
Publication date: 27 June 2017

Dissecting Post-Merger Integration Risk: The PMI Risk Framework

Terrill L. Frantz

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly…

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Abstract

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

Details

Advances in Mergers and Acquisitions
Type: Book
DOI: https://doi.org/10.1108/S1479-361X20170000016008
ISBN: 978-1-78714-693-8

Keywords

  • Merger and acquisition
  • post-merger integration (PMI)
  • integration risk
  • relational risk
  • employee perceptions
  • organizational conditions

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Book part
Publication date: 10 June 2015

On the Turning Away: An Exploration of the Employee Resignation Process

Anthony C. Klotz and Ryan D. Zimmerman

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about…

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Abstract

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

Details

Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1108/S0742-730120150000033004
ISBN: 978-1-78560-016-6

Keywords

  • Employee resignation
  • voluntary turnover
  • socialization
  • individual differences

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Book part
Publication date: 11 July 2013

The Use of the Psychological Contract to Explain Work–Family Interference Among Highly Educated Employees

Robert J. Blomme, Jenny Sok, Arjan van Rheede and Debbie M. Tromp

The relationship between work and family has long been the subject of lively debate in the political, public, and academic arena. Employers in the hospitality industry…

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The relationship between work and family has long been the subject of lively debate in the political, public, and academic arena. Employers in the hospitality industry should carefully consider the work–family balance of their employees because maintaining a good balance will result in lower costs, lower sick rates, and lower staff turnover. The term “balance” refers to the way in which work interferes with life at home and how home life interferes with work. It includes both the positive and negative effects that work has on the family domain and vice versa. As research on the psychological contract approach to the employment relationship is scarce with regard to work–family interference, it became the subject of this study. The results demonstrate that psychological contract measures, in particular time commitment, can explain work–family conflict, while job content can explain work–family enrichment. In addition, the study revealed that with the appearance of gender as a moderator, different additional factors may play a role in work–family enrichment and work–family conflict. Furthermore, it revealed that family structure is not a predictor for work–family interference. This paper discusses managerial implications and offers recommendations for further research.

Details

Advances in Hospitality and Leisure
Type: Book
DOI: https://doi.org/10.1108/S1745-3542(2013)0000009011
ISBN: 978-1-78190-746-7

Keywords

  • Work–family conflict
  • work–family enrichment
  • work–family interference
  • psychological contract
  • family structure and gender

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Book part
Publication date: 17 March 2010

Occupational stressors and job performance: An updated review and recommendations

Christopher C. Rosen, Chu-Hsiang Chang, Emilija Djurdjevic and Erin Eatough

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category…

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Abstract

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.

Details

New Developments in Theoretical and Conceptual Approaches to Job Stress
Type: Book
DOI: https://doi.org/10.1108/S1479-3555(2010)0000008004
ISBN: 978-1-84950-713-4

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Book part
Publication date: 13 August 2018

References

Robert L. Dipboye

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
DOI: https://doi.org/10.1108/978-1-78743-785-220181022
ISBN: 978-1-78743-786-9

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