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The purpose of this paper is to investigate the perceptions of faculty members about the influence of family motivation on their self-efficacy and organizational citizenship behavior-individual (OCBI).

The proposed model was tested on a sample of 353 faculty members from different public and private universities of Pakistan. Partial least squares structural equation modeling was used to analyze data.

Surprisingly, results reveal that family motivation was not positively related to faculty members’ OCBI; instead, this relationship is fully mediated by self-efficacy. The findings suggest that it is employees’ self-efficacy belief through which their family motivation translates to their increased OCBI. This study also finds that supporting the family is a powerful source of motivation to work, offering meaningful practical and theoretical implications for policy-makers, leaders, managers and researchers on the new dynamics of work and family engagements.

The study contributes to human resource management (HRM) and organizational behavior (OB) literatures by providing some useful practical implications for managers and HRM and OB consultants who are interested in understanding the underlying psychological mechanisms (i.e. self-efficacy) through which employees’ family motivation results in the increased OCBI.

Guided by the affective events theory (AET), the purpose of this paper was to explore the impact of interpersonal trust in peers, as an affective work event, on two affect-driven behaviors (i.e. job performance and organizational citizenship behavior toward individuals [OCBI]) via positive affect during the Covid-19 pandemic, particularly in the Asia–Pacific region.

This study is quantitative in approach, and longitudinal survey study in design. The authors collected data from lecturers in 2020 at the beginning, at the end and two months after the first Covid-19 lockdown in Malaysia. Then, the authors utilized the efficient partial least squares (PLSe2) estimator to investigate the relationships between the variables, while also considering gender as a control variable.

The findings show that positive affect fully mediates the relationship between interpersonal trust in peers and job performance and partially mediates the relationship between interpersonal trust in peers and OCBI. Given that gender did not demonstrate any significant relationships with interpersonal trust in peers, positive affect, job performance and OCBI, the recommended policies can be universally developed and applied, irrespective of the gender of academics.

This research contributes originality by integrating the widely recognized theoretical framework of AET and investigating a less explored context, specifically the Malaysian higher education sector during the challenging initial phase of the Covid-19 pandemic. Furthermore, the authors adopt a novel and robust methodological approach, utilizing the efficient partial least squares (PLSe2) estimator, to thoroughly examine and validate the longitudinal theoretical model from both explanatory and predictive perspectives.

Among different leadership styles, scant hospitality researchers have studied the link between authentic leadership and organizational citizenship behaviors (OCBs). This article examined the associations among authentic leadership, job passion, and OCBs and examined the mediation effect of job passion.

Questionnaires were distributed to 314 Taiwan's hotel employees. Structural equation modeling was performed to examine the hypotheses of this study.

The results indicated that authentic leadership positively affects harmonious and obsessive passion and that harmonious passion positively affects OCBs directed to individuals (OCBI) and OCBs directed to the organization (OCBO), whereas obsessive passion positively affects OCBI. Furthermore, harmonious passion mediates the linkage between authentic leadership and OCBs (both OCBI and OCBO), whereas obsessive passion only mediates the linkage between authentic leadership and OCBI.

Training programs for hotel managers should incorporate courses on authentic leadership to strengthen managers' skills. Succession plans for managers should prioritize the promotion and retention of candidates with authentic leadership traits. Furthermore, managers should use authentic leadership to create a transparent employee incentive system and career development plans, thereby creating a workplace with fair rewards and opportunities for promotion.

The major contribution is that it expands the knowledge of hospitality leadership and determines the linkages among authentic leadership, job passion, and OCBs. Furthermore, job passion was revealed as a mediator in the authentic leadership–OCB association.

Utilizing a self-regulatory perspective, the authors examine how narcissism influences perceived negative inequity and the downstream effects on self-enhancement motivation and organizational citizenship behaviors (OCBs) over time.

A total of 689 useable three-wave panel data were obtained via Amazon Mechanical Turk during a three-month period. A latent growth curve modeling approach using EQS 6.4 for Windows was employed to test the hypothesized model.

Results illustrate that individuals with higher levels of narcissism perceive higher levels of perceived negative inequity and then form higher levels of self-enhancement motivation, which prompt more OCB directed toward the organization (OCBO) than OCB directed toward individuals (OCBI). When perceived negative inequity increases over time, narcissists experience a faster increase in self-enhancement motivation, which also leads to a faster increase in OCBO compared to the increase in OCBI.

Theoretically, this study provides theoretical and empirical insights into understanding the process through which narcissists' OCBs are motivated. Practically, this study offers several practical recommendations that help managers manage OCBs effectively in the organization.

The purpose of this study is to investigate the impact of person-organization (PO) fit on work engagement (WE). The paper also explores the relationships among WE, organization citizenship behavior-individual (OCBI) and organization citizenship behavior-organization (OCBO). Lastly, the study analyzes the mediating effect of WE between PO fit and OCBI/OCBO.

For this purpose, a questionnaire has been designed and survey data has been collected from 280 frontline employees of private banks in Pakistan. The partial least squares–structural equation modeling (PLS-SEM) technique has been employed to analyze the data and for testing the study hypotheses.

Findings show the positive relationship of PO fit with WE, and the positive relationship of WE with OCBI/OCBO. It is also seen that WE mediate the relationship between PO fit and OCBI/OCBO.

No prior study tests the mediation of WE between PO fit and OCBI/OCBO. Further, organization citizenship behavior (OCB) has mostly been studied as a single construct; however, the current study discussed the individual and organizational aspects of OCB with PO fit and WE.

Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB).

Data were randomly collected from 159 matched supervisor‐subordinate dyads of three engineering firms in Hong Kong in different sites and period of time.

Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI).

Cross‐sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.

The success of leaders lie in whether they are trained to comply with the informational and interpersonal rules as well as show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them.

The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focussed on distributive and procedural justice or situational factors that moderate the justice‐OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non‐North‐America context.

This study examines the mediating effect of self-efficacy between perceived organizational support (POS) and organizational citizenship behaviors (OCB) organization (OCBO); and POS and OCB individual (OCBI) in a cross-cultural context.

Data were collected from 207 full-time academics from the private universities in Malaysia and Mainland China using a questionnaire survey.

The results indicate that self-efficacy is a salient mediator linking POS with OCBI and OCBO. Additionally, ethnic dissimilarity is found to have a contextual influence on the research model as the results reveal that self-efficacy only mediates the relationship between POS and OCBO but not between POS and OCBI in a heterogeneous society. In contrast, self-efficacy is found to mediate the relationships between POS and OCBO and between POS and OCBI in a homogeneous society.

This study contributes to the literature by being one of the first studies that examine the relationship between self-efficacy and two dimensions of OCB in two different cultural contexts.

On the basis of theories of social cognition and moral identity and the meta-theoretical principle of “too-much-of-a-good-thing,” the purpose of this study is to develop and test a model that explains when and why leader honesty/humility promotes subordinate organizational citizenship behavior directed at individuals (OCBI) as mediated through subordinate moral identity centrality.

In this field study, with online surveys, multisource data were collected from 218 United States Air Force officers and their subordinates. Data were analyzed with MEDCURVE SPSS macro tools.

A nonlinear indirect effect of leader honesty/humility on subordinate OCBI through subordinate moral identity centrality was found. This conditional indirect effect occurred through a curvilinear (inverted U-shape) relationship between leader honesty/humility and subordinate moral identity centrality and a positive linear relationship between subordinate moral identity centrality and OCBI.

Cross-sectional data were collected. Future research might replicate findings using experimental and longitudinal designs.

Recruiting and selecting leaders who possess a moderate level of honesty/humility may serve as the first step in producing prosocial behavior during social interactions with subordinates.

This study extends the literature on character and leadership by applying the too-much-of-a-good-thing principle to empirically test the complex nature of the relationship between leader honesty/humility and subordinate OCBI as mediated through subordinate moral identity centrality.

The purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.

The study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.

The results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.

This study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

The authors intended to find out what motivates employees at the workplace. For this purpose, the authors examined family motivation and intrinsic motivation influences over work attitudes such as organizational citizenship behavior (individual) and affective commitment.

In the current research, the authors adopted time-lagged approach to collect a total of 352 responses from managers in the hospitality sector. This approach was adopted to avoid common method issues related to survey research.

The findings suggest positive association of family motivation with intrinsic motivation, affective commitment and organizational citizenship behavior (individual). The authors also found intrinsic motivation positively related to affective commitment and organizational citizenship behavior (individual). The findings also found statistical support pertaining to the mediating role of intrinsic motivation on family motivation's positive relationship with affective commitment and organizational citizenship behavior (individual).

Considering important role of family motivation, the authors ask managers to think through ways that could help employees feel better about their family's wellbeing. The authors also suggest organizations upsurge intrinsic motivation of their employees by engaging them in decision-making process, allow employees to craft their jobs because through these a higher level of organizational citizenship behavior for individuals and affective commitment could be generated.

The authors extend the core assumption of self-determination theory that work motivation (intrinsic in specific) is autonomously determined, deeply rooted within individuals, and gratifying. It works on the pleasure principle and mirrors a hedonic standpoint. In such a situation, employees work merely based on their interest and joy; they focus and enjoy the process.