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Corporate meetings are a large sector of the global meetings, incentive, convention and exhibition (MICE) industry. However, regular attendance and productive participation by employees are regularly cited as critical problem areas. The purpose of this paper is to investigate how key inhibiting factors related to meeting attendance influence one dimension of employee organizational citizenship behaviors (OCB)–civic loyalty.

An online survey was administered to 229 attendees of corporate meetings, drawn from a large range of private companies and government agencies. Regression analysis was used to investigate which factors affected two variables reflecting employee OCB–civic loyalty: future attendance intentions and positive co-worker advocacy.

It was found that opportunity costs and travel convenience were the two most important factors. Opportunity costs reflected the personal costs faced by attendees attending corporate meetings offsite through family or work-related responsibilities. In addition, organizational support was a further significant factor. The strength of relationships varied depending upon gender and mode of transport to the destination.

While there is a large literature on motivators of meeting attendance in general, this is the first study to examine attendance factors for the corporate meeting sector. This study addresses calls for studies that seek to understand which key factors are related to positive attendance outcomes, and especially extends the scant level of research on meeting inhibitors. This study is also the first to utilize organizational citizenship theory to understand these relationships within the MICE sector. Implications are drawn for event organizers.

The purpose of this study is to examine the influence of attachment anxiety, attachment avoidance and gender on different forms of organizational citizenship behavior (OCB).

A total of 132 employees with different occupational backgrounds were surveyed by means of the “Scales to measure two dimensions of attachment insecurity” (Grau, 1999) and a German-speaking OCB questionnaire (Staufenbiel and Hartz 2000).

Results suggest that employees high in anxiety show higher ratings in OCB-conscientiousness, whereas employees high in avoidance show higher ratings in OCB-civic virtue. Moreover, we found highly avoidant individuals to be less likely to engage in OCB-altruism. Finally, besides an overall gender effect for OCB-loyalty, results reveal significant interaction effects of anxiety and gender on OCB-conscientiousness as well as of avoidance and gender on OCB-civic virtue.

Considering the increase in flexible employment relationships and in team work, we think of attachment orientations as a concept of practical relevance because adjustment to such work environments can be assumed to be highly dependent on attachment security.

The research at hand is the first that analyzes unique and joint contributions of attachment orientations and gender to the prediction of different OCBs. Thereby, it provides evidence for the neglected applicability of attachment theory to the understanding of workplace behaviors in general and of OCBs in particular. Furthermore, the present study expands existing knowledge on the relationship between gender and OCB and implies that the influence of attachment orientations on some OCB-dimensions is stronger in the absence of gender stereotypes.

This study aims to investigate a subordinate's perception of supervisor-subordinate guanxi and its impact on the subordinate's work-related outcomes.

This study draws upon relevant literature and develops a theoretical framework that investigates the relationships among a subordinate's perceived supervisor-subordinate guanxi, loyalty to supervisor, challenge-oriented organizational citizenship behaviour (OCB), affiliation-oriented OCB, job security perception, and task performance.

This study suggests first, subordinate-supervisor guanxi will have a positive impact on a subordinate's loyalty to supervisor. Second, subordinate-supervisor guanxi will negatively affect a subordinate's challenge-oriented OCB, but will positively affect a subordinate's affiliation-oriented OCB. Third, a subordinate's loyalty to supervisor will negatively influence his or her challenge-oriented OCB, but will positively influence his or her affiliation-oriented OCB. Fourth, challenge-oriented OCB will negatively affect job security perception, whereas affiliation-oriented OCB will positively affect job security perception. Finally, job security perception will positively influence task performance.

This study has several limitations. First, it does not consider the role of personality traits in determining work-related behaviours. Second, it only considers a one-to-one guanxi relationship. Thus, the results of this study could be different when a supervisor has one-to-many guanxi relationships.

This study suggests that a supervisor should take how to create quality informal relationships with subordinates into account when attempting to motivate Chinese subordinates' task and extra-role performance. Moreover, managers should manage effective informal social networks with subordinates proactively.

This study is one of the few studies that examine the impact of subordinate-supervisor guanxi on both extra-role and in-role performance from the perspective of singular view of subordinate-supervisor guanxi.

This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward system but benefit organizations. Specifically, it investigates several attitudinal and organizational antecedents relative to two sub-dimensions of OCB: organizational loyalty and helping behaviors.

Alumnae (n = 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables.

In this fiscal climate, organizations are challenged with fostering an environment encouraging employees to go beyond job requirements. Findings here suggest that married women who are engaged in work have the highest propensity to do this by engaging in these non-compensated, non-mandated behaviors. However, importantly, differences were found between organizational loyalty citizenship and helping behaviors. An inverse relationship was also found between job tenure and helping behaviors: an interesting result.

An important implication of the research is the dissection and examination of two sub-dimensions of OCB (i.e. organizational loyalty and helping), providing a better understanding of the dimensionality of the phenomenon and how they relate to job satisfaction and work engagement for a significant segment of the American workforce: women.

This study examines the dimensionality of OCB (as called for by previous research) and establishes that not all OCBs can be treated equally, as antecedents vary in their predictability of OCB engagement. Further, this research investigates the relationship between individual job satisfaction components (pay, recognition and supervision) and OCBs to help clarify conflicting findings between OCB and this key workplace attitude.

Cross-cultural studies suggest that while organizational citizenship behavior (OCB) and organizational justice have received considerable attention in Anglo-Saxon contexts, the same cannot be claimed in non-Western, Arab Middle Eastern contexts. The purpose of this paper is to attend to this knowledge gap by exploring OCB in the context of the Kingdom of Saudi Arabia and its relationship with organizational justice.

In cognizance of the extant literature, the study explores the perceptions of Saudi Arabian managers of the five conceptually different dimensions of citizenship behaviour – conscientiousness, sportsmanship, civic virtue, courtesy, and altruism. It also explores their perceptions of distributive justice, procedural justice, and interactional justice. In addition, the current study investigates the relationship between organizational justice and OCB. Using the survey questionnaire method, data was collected from more than 250 Saudi managers at different levels of the managerial hierarchy and working in a wide range of organizations and industries.

The results indicate that Saudi Arabian managers reported exhibiting OCB at work. They also suggest the salience of various forms of organizational justice in Saudi Arabian organizations as motivated by Arab cultural values and Islamic teachings. In regards to the relationship between the two constructs, our results indicate that interactional justice is most frequently associated with various dimensions of OCB for various reasons, including the emphasis that Islam and Islamic teachings give to demonstrating respect and courtesy in dealings with others.

The literature on OCB and organizational justice is thin in the Arab world. With that in mind, the current study is the first to explore OCB in Saudi Arabia. It is also the first to investigate the relationship between citizenship behavior and justice in Saudi organizations. The findings of this study highlight the need for academics and human resource experts to account for the role of socio-cultural factors and Islam when examining these constructs in the Arab world. The implications of the findings for academics and practitioners are discussed.

This study aims to examine the impact of self-efficacy and reciprocity in predicting the organizational citizenship behavior (OCB) of hospitality employees and the moderating role of cultural values in the hypothesized relationship.

The proposed model of this study has been tested on the basis of the responses from 432 full-time employees who work at hospitality fields in South Korea. This study has conducted frequency, reliability, confirmatory factor, correlation analyses and structural equation modeling (SEM).

The empirical results indicate not only that self-efficacy significantly influenced reciprocity, consideration, civic virtue and sportsmanship but also that reciprocity had positive influences on the same virtues as well as conscientiousness. The moderating role of cultural values has also been investigated resulting in significant differences in six of the nine cultural values measured (i.e. power distance, uncertainty avoidance, collectivism I and II, assertiveness and gender egalitarianism).

From a practical perspective, the findings of this study yield several strategies relevant to hospitality employee development and training. Especially, the management in hospitality organizations needs to look at multicultural management and leadership styles within their own particular context.

Findings of this study suggest that both self-efficacy and reciprocity are important determinants of OCBs, and indicate the fundamental embeddedness of employment relations within the wider cultural value setting in non-Western contexts.

This study aims to investigate the relationships between two dimensions of communication satisfaction – personal feedback and supervisory communication – on outcomes such as altruistic organizational citizenship behavior and civic virtue. Another aim is to examine the mediating role of organizational justice (OJ) between these two dimensions of communication satisfaction and altruistic organizational citizenship behavior and civic virtue.

This study is based on a survey conducted in major organizations in Macau SAR, China. Data from 294 respondents who successfully completed the questionnaire is used for the analysis.

The results reveal that supervisory communication is significantly and positively associated with altruistic organizational citizenship behavior. Both personal feedback and supervisory communication are significantly and positively associated with civic virtue. OJ is a mediator between personal feedback and civic virtue. OJ also mediates the relationship between satisfaction with supervisory communication and civic virtue. It is intriguing that OJ is not a mediator in the relationship between satisfaction with communication and altruistic organizational citizenship behavior.

A single city cross-sectional study presents some restrictions on the generalizability of the findings. More studies are needed to understand communication satisfaction – organizational citizenship behavior processes to establish if the findings hold with other samples in other cultures.

The empirical evidence in this study shows that satisfaction with communication is critical for promoting discretionary behaviors. The mediating roles of OJ between personal feedback and civic virtue and between supervisory communication and civic virtue, clearly indicate that even though a manager may try hard to motivate employees’ participation in discretionary behaviors, whether employees participate in extra-role behaviors depends on their perception of justice.

This is the first study to examine how altruistic organizational citizenship behavior and civic virtues are influenced by satisfaction with communication. Moreover, the mediating role of OJ has never been tested previously. The findings contribute to the HR literature and provide deeper insights on how to promote citizenship behavior.

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.

The purpose of this paper is to provide a historical account of organizational citizenship behavior (OCB) based on the existing literature.

The paper performs keywords search of published articles from 1930 to 2017 in widely used research databases.

The historical review shows that the OCB, as a field of study, was slow to develop. Although it has been introduced in the late 1970s and officially defined in the 1980s, its origins can be traced back to the 1930s. Despite this, OCB is generally regarded as a relatively new construct and has become one of the biggest subjects studied in the literature. OCB has reached far and wide into the business and management domains, supporting the fact that the well-being employees and their behaviors can greatly affect organizations’ effectiveness and performance. Having been the topic of a significant number of studies, there have been inconsistent research findings regarding the concepts. Furthermore, some concepts have been noted to overlap, with several scholars using different terms for essentially similar concepts.

The advent of technology and globalization has greatly affected organizations today which resulted in increased competition in the global business. Firms have started to look into the behavior exhibited by employees as a means of achieving competitive advantage, such as OCB. Voluminous works have been conducted regarding the study of OCB; however, none have been recorded to make an in-depth exploration of when and how it first surfaced. Since its official introduction, explorations regarding OCB have dramatically increased, most especially in the twenty-first century. Unfortunately, this has resulted in an increasing difficulty to keep up with the theoretical and empirical developments in the literature. As interest in OCB continues to grow, coherent integration of the concept becomes progressively more complex and necessary. This paper looks into the chronological evolution of the OCB, giving precise details of its development from the time it was first conceptualized up until the present wherein OCB has been used to indicate organizational effectiveness and performance.

The authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations.

The authors researched the relationship between Mexican employees' collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators.

Collective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women.

Gender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study's findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980).

The results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources.

Global managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization's sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity.

The authors filled a gap in scholar's understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.