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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.

The purpose of this paper is to examine how employees’ perceptions and the perceptions of others close to them influence employee reactions to perceived racial discrimination at work.

Integrating the interactional model of cultural diversity (IMCD) with signaling theory, this study examines how others close to an employee can influence employee job satisfaction and turnover in response to potentially racist encounters. The research question is tested using a field study.

Results from a field study of paired participants (surveying the employee plus a paired participant who knew them well) showed that employees’ reactions to perceived racial discrimination are influenced by the perceptions of others close to them. For employees who perceive low discrimination, job satisfaction is lower when others close to them perceive high discrimination against the employee. While the probability of turnover for employees who perceive low discrimination is similar whether paired participants perceive low or high discrimination, their probability of turnover is highest when both they and the other person perceive high racial discrimination against the employee.

Suggestions are provided to avoid the appearance and/or practice of discriminatory acts.

This paper integrates the influence of others close to employees in the IMCD diversity climate, individual career outcomes and organizational effectiveness.

The purpose of this study is to explore pre-employment college graduates’ relocation tendencies based on a research framework built upon gender and cultural theories.

Relocation decisions were analyzed based on 208 college graduates enrolled in public universities in Texas, USA.

The relocation decision-making by college graduates differ from that for corporate employees described in previous research. First, the willingness to relocate increases as the college graduates mature. Second, gender difference in the willingness to relocate is non-significant because of the same expected norms for both genders. Instead, psychological gender affiliation, such as self-perceived masculinity, makes a difference in relocation decisions. Third, family-related variables, such as marital status and parenthood, do not influence college graduates’ relocation decisions. Last, cultural groups do not exhibit any overall significant differences.

The findings provide new and complementary knowledge over previous relocation studies.

The findings enhance the understanding of career choices made by college graduates in their early career, offering valuable managerial implications in crafting staffing strategies and improving human resource management for organizations in today’s fast-changing, vibrant multi-cultural environment.

The study is focused on pre-employment relocation decision-making by college graduates from different demographic backgrounds. The study fills a major research void in relocation studies by clarifying the relocation patterns of new employees graduating from college.

The purpose of this paper is to expand the criterion domain of organizational citizenship behaviors (OCBs), by examining the relationship between high-quality relationships (HQRs) and OCBs, with identity freedom as a mediator. In addition, the study also tries to highlight the role of gender as a moderator, whereby female (vs male) employees deferentially evaluate the importance of HQRs while engaging in OCBs.

The authors conducted survey research by collecting data from 160 working adults and performed both basic mediation and mediated-moderated regression analysis with bootstrapping to determine the authors’ findings.

Results of the study establish HQRs as important antecedents of employee citizenship behaviors, clarify the role of identity freedom as an important underlying psychological mechanism that mediates the relationship between HQRs and OCBs and position gender as an important boundary condition in the relationship between HQR and identity freedom, whereby female employees are more likely to enjoy identity freedom in the presence of HQRs, as opposed to males.

The present study illustrates the importance of HQRs and identity freedom as precursors of OCBs and in doing so expands the nomological net of OCBs, especially with respect to the antecedents of OCBs. The study also expands the scope of social identity theory by highlighting, in addition to social identity, the importance of identity expression.

This study provides guidance to organizational practitioners to focus on building HQRs at work as HQRs, by making employees feel safe, pave the way for OCBs. In addition, the study also highlights the importance of gender as a moderator, whereby employees with different gender affiliations react differently to organizational contexts.

Very little research has examined the relationship between HQRs and OCB. Antecedents of OCBs have been grouped into four categories: individual (or employee) characteristics, task characteristics, organizational characteristics and leadership behaviors. Clearly, the role played by the quality of interpersonal relationships in fostering OCBs has not been fully examined. By highlighting HQRs and identity freedom as antecedents of OCBs, the study informs the OCB literature by introducing interpersonal-relational and attitudinal elements as criterions of OCBs.

This paper aims to highlight the historical roots of employee engagement and empirically examine the influence of self-efficacy on the three dimensions of employee engagement (vigor, dedication and absorption).

A sample of 426 male and female respondents in the service industry from Lebanon was surveyed using a multi-scale measure composed of 25 items. Regression analysis was used to test the data for the hypothesized relationships between the variables.

History of management continues to be the backbone of the so-called modern concepts. Although the term employee engagement was not used in scientific management or in the human relations movement, the characteristics were incorporated in these early schools. The three factors of employee engagement explained 78 per cent of the total variance of employee engagement construct and were significantly influenced by self-efficacy.

The first limitation of this study is the self-reported data, and the second limitation is the source from one industry (service), although different organizations were incorporated. Caution is advised against generalizations of the findings.

The results of this study provide insights for both researchers and managers to better understand the relationship between three dimensions of employee engagement and self-efficacy from a non-Western context. The belief in one’s own capabilities helps promote employee engagement.

Lebanon offers an interesting context; it is considered as the only Arab country that provides an interaction between the Western and Middle Eastern countries.

This study aimed to trace the historical roots of employee engagement to the early management schools. Moreover, studies similar to the present investigation exist; however, this is the first time that a non-Western Arab sample was used to examine the influence of self-efficacy on the three dimensions of employee engagement.

The purpose of this study is to explore pre-employment college graduates’ relocation tendencies based on a research framework built upon gender and cultural theories.

Relocation decisions were analyzed based on 208 college graduates enrolled in public universities in Texas, USA.

The relocation decision-making by college graduates differ from that for corporate employees described in previous research. First, the willingness to relocate increases as the college graduates mature. Second, gender difference in the willingness to relocate is non-significant because of the same expected norms for both genders. Instead, psychological gender affiliation, such as self-perceived masculinity, makes a difference in relocation decisions. Third, family-related variables, such as marital status and parenthood, do not influence college graduates’ relocation decisions. Last, cultural groups do not exhibit any overall significant differences.

The study is focused on pre-employment relocation decision-making by college graduates from different demographic backgrounds. The study fills a major research void in relocation studies by clarifying the relocation patterns of new employees graduating from college.

In this chapter, the authors illustrate how the use of ethnographic methods as a mode of cultural inquiry can support educators in developing students’ competencies to navigate in and across cultural contexts. The authors report on an undergraduate service learning course held at the University of California, Los Angeles, which combines attendance in a university class with weekly visits to a play-based after-school club located in a multicultural immigrant community. The chapter draws examples from the required field notes written by undergraduate students about their visits to the after-school club, as well as oral comments by the students gathered through interviews. As a way of offering practical engagement in the lifeworlds of the demographically diverse children attending the after-school club, the authors apply examples from the undergraduates’ statements to consider the value of the course – and the engagement it requires with anthropological methods and multilingual and multicultural children – in supporting students’ cultural competence. In doing so, the authors demonstrate what they believe to be a worthwhile approach for cultivating cultural competence in higher education in a socially just and culturally responsive manner.