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The present study examined multiple antecedents of organizational citizenship behaviors (OCB) in a Mexican sample of retail salespeople. Although a quota based measure of sales performance was correlated with OCB, the correlation was relatively low. However, personality and attitude measures, with conscientiousness having the cleanest relationship, were significantly correlated with OCB. A situational judgment measure was significantly correlated with sales performance. These findings indicate that individual personality facets may be stable predictors of OCB in Mexican samples.

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

The authors collected 294 staffs from various Vietnamese private business school libraries.

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

Soft total quality management (STQM) practices are essential for promoting value-added organizational citizenship behaviour (OCB) among employees in quality-focussed manufacturing firms. This study intends to investigate how STQM practices (empowerment, training, teamwork and involvement) affect OCB under the moderating influence of collectivism among employees for excellence in business performance using social exchange and social cognitive theories (SET-SCT).

A total of 245 useable surveys were gathered from manufacturers. Given the importance of the two-staged structural equation modelling–partial least squares–artificial neural networks (SEM-PLS-ANN) technique, this study used a two-staged SEM-PLS-ANN analysis to capture both linear and compensatory PLS models and nonlinear and noncompensatory ANN models.

The findings confirmed that empowerment, involvement and training had a significant impact on OCB. However, teamwork had no impact on OCB. Interestingly, collectivism was found to have a significant and positive moderating effect on training and OCB.

The study contributes significantly to the literature on TQM and human resource management. First, the study broadens researchers’ understanding of how to apply SET by including a collective value from SCT as positive reciprocity to foster positive workplace behaviour. Second, the authors offer a solid management strategy for organizations to assist them in understanding an STQM model that promotes OCB while including collectivism for superior business performance.

Drawing on the conservation of resources theory, this study aims to identify the mediating effects of depersonalization and resilience on the relationship between customer incivility and organizational citizenship behavior (OCB). It further posits that these indirect effects vary depending on the caring climate and achievement orientation.

A field survey among 622 service employees (Study 1) and a three-wave field survey of 315 service employees and their managers (Study 2) from various service organizations were conducted.

This study confirms that depersonalization operates as a negative mediator in the relationship between customer incivility and OCB. Simultaneously, resilience emerges as a positive mediator, underscoring the contrasting pathways through which customer incivility affects OCB. Furthermore, a caring climate plays a pivotal role in mitigating the detrimental impact of depersonalization on OCB and weakening the positive impact of resilience on OCB. Additionally, this study identifies achievement orientation as a significant moderator between customer incivility and resilience.

This study advances theoretical foundations by investigating depersonalization and resilience as critical mediators in the intricate relationship between customer incivility and OCB. It goes beyond the conventional understanding of customer incivility’s impact by shedding light on the dual roles of a caring climate, demonstrating its potential to alleviate both positive and negative consequences of customer incivility. Moreover, its identification of achievement orientation as a moderator adds a novel dimension to the discourse, emphasizing the need for tailored strategies to harness employee resilience in the face of customer incivility.

The increasing number of ethical scandals reported in many public organizations all over the world, highlighted the need for more in-depth studies on the influence of ethical leadership and management practices in the public sector organizations. This study examines the link (direct and indirect) between ethical leadership, HRM practices, ethical climate and organizational citizenship behaviors (OCBs) within the context of Nigerian local governments.

A cross-sectional design was adopted and data for the study was collected quantitatively by administering questionnaires to supervisors/leaders and their respective employees/subordinates. A total of 270 participants comprising 135 leaders/supervisors who are head of departments and another 135 employee/subordinates participated in the study. Partial Least Square Structural Equation Modeling (PLS-SEM) was used in testing the hypotheses.

The findings show that ethical leadership, HRM practices and ethical climate significantly affect OCBs. Also, the study shows that ethical climate mediated both the relationships between ethical leadership and OCBs, and HRM practices and OCBs respectively. Thus, the study concluded that both ethical leadership and HRM practices can influence OCBs directly and also indirectly through ethical climate.

The study empirically delineates the importance of ethical leadership, HRM practices and ethical climate in promoting more OCBs within the context of Nigerian local governments. Therefore, managers/administrators should encourage ethical leadership style, and implement good HRM practices and promote ethical climate within their organization so as to boost their employees' OCBs.

The findings of this study will contribute to the understanding of the relationships between ethical leadership, HRM practices, ethical climate and OCBs in the public sector organizations within Nigeria. The findings will also provide additional support that ethical climate is an important mechanism on the relationship between ethical leadership and HRM practices on OCBs.

Organizational citizenship behaviour (OCB) holds importance for employees and employers. Although it is culturally relativistic, its definition is West-dominated. Conceptual investigations in non-Western cultures yield different dimensions of OCB. Existing OCB models lack contemporariness and reciprocity. Their perspective may be biased towards management. Practice based on such theory gives poor outcomes. To address these gaps, the authors reconceptualized OCB in the Indian context from an employee perspective.

The authors conducted a qualitative study to build an employee-centric, inductive OCB model. The authors briefed respondents about the meaning of OCB and sought descriptions of instances of OCB performed or witnessed by them. The authors collected 478 descriptions from 49 private sector employees in India. The thematic analysis developed ten themes, each an OCB component, organized into four super-themes, denoting interpersonal, individual, organizational and community orientations.

Five OCB components are new emic additions by the model: Building social relationships, emotionally mature behaviour, learning and knowledge creation, housekeeping and event management, and higher order citizenship. Organizational governance participation is absent from the model. Housekeeping and relationship building are the most appearing OCBs, while voice is the least. Findings are discussed in relation to temporal and cultural background, respondent characteristics and perspective.

Organizations can better support employee OCBs by acknowledging OCBs unique to India, investigating low proportions of voice and civic virtue in the Indian model and informing people policies with this new knowledge.

This is the first attempt to build an inductive model of OCB in India from the employee perspective, making significant contributions to organizational theory and practice.

The aim of this study is twofold; to test the effects of participative and authoritarian leadership styles on employee creativity; and to examine whether organizational citizenship behavior (OCB) mediates the relationship between these leadership styles and employee creativity.

A survey tool was employed in this research for data collection from the staff at higher education institutions in Malaysia. The collected data were analyzed via PLS-SEM to verify research hypotheses and reach at conclusions.

The outcomes verified that participative leadership positively affects OCB as well as employee creativity. The findings also demonstrated that authoritarian leadership does not really have any impact on the creativity and OCB of employees. Finally, the results demonstrated that OCB mediates the connection between a leader's participative approach and employee creativity, while its mediating effect among authoritarian leadership and employee creativity is not supported.

This paper addresses research gaps in the existing literature with regards to the role of participative and authoritarian leadership in predicting employee creativity through OCB. There are also scarce research studies on the linkages among the chosen constructs, particularly in higher education context.

Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.

A nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.

The study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.

The study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.

This paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.

Drawing on social exchange theory, this study aims to investigate the relation of customer sexual harassment (CSH) and customer-oriented organizational citizenship behaviors (customer-oriented OCB), as well as the mediation of customer–employee exchange (CEX) and the moderation of hostile attribution bias.

The hypotheses were examined through a field study performed in six hotels in three Chinese cities and an experimental study.

The results revealed that CSH undermined the quality of CEX, leading employees to withdraw from customer-oriented OCB. Additionally, the hostile attribution bias of service employees reinforced the direct relationship between CSH and CEX and its indirect relationship with customer-oriented OCB via CEX.

The findings suggest that hospitality organizations should endeavor to reduce the occurrence of CSH, and that by valuing and encouraging the development of high-quality CEX, they can mitigate its detrimental effects. Special attention should also be paid to hospitality employees holding strong hostile attribution bias.

First, to the best of the authors’ knowledge, this is one of the first studies to explore the influence of CSH on customer-oriented OCB among hotel employees. In addition, examining the effect of CSH from the social exchange perspective represents a new theoretical approach. The finding also contributes to the literature on CEX by identifying an important antecedent. Finally, by investigating hostile attribution bias as a moderator, this research provides insights into how individual differences moderate the destructive influence of CSH.

Many workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.

Using an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.

The authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.

The results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.