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Article
Publication date: 1 June 2002

Gregory Murphy, James Athanasou and Neville King

The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service…

11385

Abstract

The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service workers, who completed a job satisfaction questionnaire and were rated for their organizational citizenship, as well as being measured on three discretionary organizational participant behaviours. Job satisfaction correlated significantly with organizational citizenship and participation behaviours (correlations ranged from +0.40 to +0.67). Findings were consistent with the view that satisfaction may not be reflected in productivity but is evident in discretionary involvement in the workplace. Implications for monitoring and managing a wide range of employee behaviours are outlined.

Details

Journal of Managerial Psychology, vol. 17 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Book part
Publication date: 1 January 2005

Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University…

Abstract

Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University. His research interests include multilevel methodology, leadership, and occupational stress. He is a consulting editor for the Journal of Applied Psychology, and also serves on the editorial boards of Leadership Quarterly and Organizational Research Methods. His work has appeared in the Human Performance, Journal of Applied Psychology, Journal of Applied Social Psychology, Journal of Occupational Health Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Kristina A. Bourne is a doctoral candidate in Organization Studies at the University of Massachusetts at Amherst, where she also obtained a M.B.A. and a Women’s Studies Graduate Certificate. Her academic interests include gender and organization as well as family-friendly policies and benefits. She is currently working on her dissertation in the area of women business owners, and on a collaborative research project focusing on part-time work arrangements.Gilad Chen is an Assistant Professor of Psychology at the Georgia Institute of Technology. He received his Ph.D. in Industrial-Organizational Psychology from George Mason University. His research focuses on work motivation, teams, and leadership, with particular interests in modeling motivation and performance in work team contexts and the examination of multilevel organizational phenomena. His work has appeared in the Academy of Management Journal, Human Performance, Journal of Applied Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Jae Uk Chun is a doctoral student in Organizational Behavior in the School of Management at the State University of New York at Binghamton, where he is also research assistant of the Center for Leadership Studies. His major research interests include leadership, group dynamics and group decision-making, and multiple levels of analysis issues.Vinit M. Desai is a doctoral student and researcher in Organizational Behavior and Industrial Relations at the Walter A. Haas School of Business, University of California at Berkeley. His research interests include organizational learning, sensemaking, and error cognition in high reliability organizations.Shelley D. Dionne is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University, and a fellow in the Center for Leadership Studies. She received her Ph.D. in Organizational Behavior from Binghamton University. Her research interests include leadership and creativity, levels of analysis issues, and team development and training.Daniel G. Gallagher (Ph.D. – University of Illinois), is the CSX Corporation Professor of Management at James Madison University in Harrisonburg, Virginia. He currently serves on the editorial boards of the Journal of Organizational Behavior, Journal of Management, and Industrial Relations (Berkeley). His current research interests include the multi-disciplinary study of contingent employment and other forms of work outside of the traditional employer – employee relationship.David A. Hofmann (Ph.D., The Pennsylvania State University) is currently Associate Professor of Management at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. His research interests include safety issues in organizations, multi-level analysis, organizational climate/culture and leadership, content specific citizenship behavior, and the proliferation of errors in organizations. In 1992, he was awarded the Yoder-Heneman Personnel Research award by the Society for Human Resource Management. His research appears in a number of journals including the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, Organizational Behavior and Human Decision Process, and Personnel Psychology. He has also co-authored several book chapters, edited a book (Safety and Health in Organizations: A Multi-level Perspective), and presented papers/workshops at a number of professional conferences.James G. (Jerry) Hunt (Ph.D. University of Illinois at Urbana-Champaign) is the Paul Whitfield Horn Professor of Management, Trinity Company Professor in Leadership and Director of the Institute for Leadership Research at Texas Tech University. He is the former editor of the Journal of Management and current Senior Editor of The Leadership Quarterly. He founded and edited the eight volume leadership symposia series, and has authored or edited some 200 book and journal publications. His current research interests include processual approaches to leadership and organizational phenomena and the philosophy of the science of management.Kimberly S. Jaussi is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University and a fellow in the Center for Leadership Studies. She received her doctorate from the Marshall School of Business at the University of Southern California. Her research interests include unconventional leader behavior, creativity and leadership, identity issues in diverse groups, and organizational commitment.Lisa M. Jones is a doctoral candidate in Organizational Behavior at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. She received her B.A. from the University of California at Berkeley and her M.B.A. and M.A. from Brigham Young University. Her research interests include leadership, collective personality, and innovation implementation.Kyoungsu Kim is Associate Professor of Organization in the College of Business Administration, Chonnam National University. His major fields of interest are culture and leadership at multiple levels of analysis. His research focuses on charismatic leadership, organizational structure, roles, culture, and multiple levels of analysis.Barbara S. Lawrence is Professor of Human Resources and Organizational Behavior at the UCLA Anderson Graduate School of Management. She received her Ph.D. from the Sloan School of Management at MIT. Dr. Lawrence’s current research examines organizational reference groups, the evolution of organizational norms, internal labor markets and their effects on employees’ expectations and implicit work contracts, and the impact of population age change on occupations.Craig C. Lundberg is the Blanchard Professor of Human Resource Management at Cornell University’s School of Hotel Administration. He works with organizations facilitating organizational and personal development and publishes extensively (over 200 articles and chapters, five co-authored books). His current scholarship focuses on organizational change and culture, consultancy, alternative inquiry strategies, and sensemaking and emotions in work settings.Kenneth D. Mackenzie is the Edmund P. Learned Distinguished Professor in the School of Business at the University of Kansas. He is also the President of a pair of consulting companies which support and enrich his research. He is a Fellow of the American Association for the Advancement of Science. He serves on various editorial boards and has published numerous books and articles. He received a B.A. in Mathematics and a Ph.D. in Business Administration from the University of California at Berkeley. He has spent his career trying to overcome the handicap of “excessive theoretical education.”Peter Madsen is a doctoral student at the Walter A. Haas School of Business, University of California at Berkeley. His thesis work examines the processes by which organizations attempt to learn from past failures and the organizational actions and characteristics that facilitate such learning. His other interests include organizational reliability, strategic management, the work-life interface, and ethics.John E. Mathieu is the Northeast Utilities and Ackerman Scholar Professor of Management at the University of Connecticut. He received a Ph.D. in Industrial/Organizational Psychology from Old Dominion University in 1985. He has published over 50 articles and chapters on a variety of topics, mostly in the areas of micro- and meso-organizational behavior. He is a member of the Academy of Management, a Fellow of the Society of Industrial Organizational Psychology, and the American Psychological Association. His current research interests include models of training effectiveness, team and multi-team processes, and cross-level models of organizational behavior.Sara Ann McComb is an Assistant Professor of Operations Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial Engineering at Purdue University. Her research interests include alternative work arrangements and project teams. Currently, she is examining mutually beneficial links between organizations and part-time workers, particularly in the service sector. She is also studying the way in which project teams share information, a project for which she was award the National Science Foundation’s CAREER Award.Jone L. Pearce is Professor of Organization and Strategy in the Graduate School of Management, University of California, Irvine. She conducts research on workplace interpersonal processes, such as trust, and how these processes may be affected by political structures, economic conditions and organizational policies and practices. Her work has appeared in over seventy scholarly articles and her most recent book is Organization and Management in the Embrace of Government (Erlbaum, 2001). She is a Fellow of the Academy of Management and served as the Academy’s President in 2002–2003.Amy E. Randel is an Assistant Professor and the Coca-Cola Fellow in the Calloway School of Business & Accountancy at Wake Forest University. She received her Ph.D. in Organizational Behavior from the Graduate School of Management at the University of California, Irvine. Her research interests include identity in organizations, diverse group dynamics, group efficacy, cross-cultural management, and social capital.Richard Reeves-Ellington is currently Professor Emeritus in the School of Management at Binghamton University and an Associate Dean at Excelsior College. He taught at the American University in Bulgaria and Sofia University in Bulgaria as a Fulbright Senior Scholar. His fields of interest revolve around cross-cultural aspects of global organization, marketing, and business strategy. He also served on the Fulbright Selection Committee for SE Europe, the Muskie Foundation for students from the CIS, and the Fulbright Senior Scholars Program. His initial 33-year career in the pharmaceutical industry included 19 years of living in Asia, Europe, and Latin America.Christine M. Riordan is a faculty member in the Department of Management and also the Director of the Institute for Leadership Advancement in the Terry College of Business at the University of Georgia. Chris’ current research, which includes the study of labor force and cross-cultural diversity, has been published in journals such as the Journal of Applied Psychology, Journal of Management, Organizational Research Methods, and Research in Personnel and Human Resource Management.Karlene H. Roberts is a Professor of Business Administration at the Walter A. Haas School of Business, University of California, Berkeley. She has been on the review boards of many major journals in her field. She is a fellow of the American Psychological Association, the American Psychological Society and the Academy of Management. Her current research interests are in the design and management of organizations in which errors can have catastrophic outcomes. In this area she explores cross-level issues.Denise M. Rousseau is the H. J. Heinz II Professor of Organizational Behavior and Public Policy at Carnegie Mellon University. An organizational psychologist, her research focuses on worker-employer relationships and multi-level processes in organizational change. She is editor-in-chief of the Journal of Organizational Behavior, and in 2003–2004, President of the Academy of Management.Melissa Woodard Barringer is an Associate Professor of Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial and Labor Relations at Cornell University. Her research interests are in the areas of total compensation and alternative work arrangements. She is currently studying part-time work in the service industry, and contingent work in the accounting and academic professions.

Details

Multi-level Issues in Organizational Behavior and Processes
Type: Book
ISBN: 978-1-84950-269-6

Article
Publication date: 21 November 2022

Rabail Aisha, Nisar Ahmed Channa, Manzoor Ali Mirani and Naveed Akhtar Qureshi

Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and…

Abstract

Purpose

Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and counterproductive work behaviours (CWBs) through the mediation of negative emotions.

Design/methodology/approach

To this end, a sample comprised of 207 banking sector employees of Pakistan was utilized to test hypothesized relationships. The collected data were analyzed through the partial least structural equation modelling technique.

Findings

Results show that counterwork behaviours are influenced by distributive and procedural justice perceptions. The mediating effects of negative emotions were also statistically significant between procedural, interpersonal and informational justice perceptions and counterwork behaviours. No gender differences were found between distributive, interpersonal and informational justice perceptions and counterwork behaviours. However, the authors found that procedural justice perceptions of female employees are strongly related to CWBs as compared to male employees.

Originality/value

This research contributes to the existing organizational behaviour literature by empirically testing the hypothesized relationships using the theoretical lens of appraisal theory with advanced quantitative data analysis techniques.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 9 November 2022

Zahra Ahmadi Alvar, Davood Feiz and Meysam Modarresi

This study aims to reach a perception of the advance of research on deviant organisational behaviours.

Abstract

Purpose

This study aims to reach a perception of the advance of research on deviant organisational behaviours.

Design/methodology/approach

This research has been done through the text mining method. By reviewing, the papers were selected 360 papers between 1984 and 2020. Based on the Davis–Boldin index, 11 optimal clusters were gained. Then the roots were ranked in any group, using the Simple Additive Weighting technique. Data were analysed by RapidMiner and MATLAB software.

Findings

According to the results obtained, clusters are included leadership styles, job attitudes, spirituality in the workplace, work psychology, personality characteristics, classification and management of deviant workplace behaviours, service and customer orientation, deviation in sales, psychological contracts, group dynamics and inappropriate supervision.

Originality/value

This study provides a landscape and roadmap for future investigation on deviant organisational behaviours.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 28 September 2022

Abderrahmane Benlahcene, Oussama Saoula and Abbas Ramdani

Unethical leadership represents one of the most serious obstacles to the development of organizations and societies. Although a range of empirical studies have…

Abstract

Purpose

Unethical leadership represents one of the most serious obstacles to the development of organizations and societies. Although a range of empirical studies have investigated unethical leadership behaviour in different contexts, studies on this issue are almost non-existent within the Algerian context. This study aims to explore the role of social and organizational factors in shaping unethical leadership behaviour within Algerian public organizations.

Design/methodology/approach

A series of in-depth interviews were conducted with 15 leaders from public organizations. The collected data were analysed using a thematic approach with ATLAS.ti 8 software.

Findings

The reported social and organizational factors fall into five themes: social values, organizational culture, corruption, peer influence and political environment.

Originality/value

Given the grave consequences of unethical leadership behaviour, this study contributes to our understanding of the role of social and organizational factors in shaping unethical leadership behaviour in an understudied context. This can help in mitigating the factors that lay the ground for these destructive and unethical behaviours in public organizations.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 27 September 2022

Kanimozhi Narayanan and Chanki Moon

Antecedents and outcomes of workplace deviance have been studied over the past few decades but there is still a lack of research from an organizational climate, witness…

Abstract

Purpose

Antecedents and outcomes of workplace deviance have been studied over the past few decades but there is still a lack of research from an organizational climate, witness and cultural point of view. Theoretical considerations for the present research are based on the social cognitive theory perspective where the authors expect employees's involvement in workplace destructive deviance would depend on their organizational climate perception, witness behavior and cultural orientation.

Design/methodology/approach

A total of 987 participants from India (N = 404) and USA (N = 583) completed an online questionnaire, and multi-group structural equation modeling analysis was conducted to test the hypothesized model.

Findings

Across cultural groups, higher collectivism is associated with lower engagement in workplace deviance. Furthermore, employees' higher intervening witness behavior is associated with lower destructive deviant behaviors when employees showed higher endorsement of collectivism in India (not USA). However, employees' higher self-serving witness behavior is associated with higher destructive deviant behaviors. Interestingly, employees with higher endorsement of individualism associated with organizational climate are more likely to engage in destructive deviance.

Originality/value

The main originality of this study is to further increase the understanding of the relationship between organizational climate, witness behavior (self-serving and intervening behavior) and workplace deviance (organizational and interpersonal destructive deviance) considering the role of employees' cultural orientation (individualism vs collectivism).

Details

Cross Cultural & Strategic Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 15 September 2022

Sherzodbek Murodilla Ugli Dadaboyev, Sungwon Choi and Soyon Paek

While most corporate social responsibility (CSR) research has focused on its positive effects, the potential “dark side” of CSR has received scant attention. Grounded in…

Abstract

Purpose

While most corporate social responsibility (CSR) research has focused on its positive effects, the potential “dark side” of CSR has received scant attention. Grounded in vicarious moral licensing theory and insights from related literature, the current study examines how employees' perceptions of external CSR could result in unintentional negative consequences like unethical pro-organizational behavior via psychological entitlement. The study also investigates the direct and conditional effects of private self-awareness.

Design/methodology/approach

A two-wave survey of 609 full-time employees from various occupations was conducted to empirically test the hypotheses. Several techniques and remedies were applied to control the quality of the sample data and mitigate the effects of potential common method bias.

Findings

The results demonstrate that unethical pro-organizational behavior can be an unintentional negative outcome of perceived external CSR, and psychological entitlement mediates the relationship.

Research limitations/implications

This work contributes to the moral licensing literature by examining vicarious moral licensing in the work domain. It offers several new and significant implications for research on CSR, psychological entitlement, and unethical pro-organizational behavior. The results suggest that managers should be mindful of unethical pro-organizational behavior as a potential negative consequence of external CSR engagement.

Originality/value

This study is among the first attempts to examine vicarious moral licensing in the work domain and investigates a largely neglected research area – the negative aspect of external CSR.

Book part
Publication date: 30 December 2004

Lori Anderson Snyder, Peter Y. Chen, Paula L. Grubb, Rashaun K. Roberts, Steven L. Sauter and Naomi G. Swanson

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison…

Abstract

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.

Details

Exploring Interpersonal Dynamics
Type: Book
ISBN: 978-0-76231-153-8

Article
Publication date: 8 July 2022

Armin Mahmoodi, Leila Hashemi, Mohammad Mehdi Tahan, Milad Jasemi and Richard C. Millar

This study aims to investigate the impact of new technologies on parameters of organizational behavior and evaluate their determining role of technology maturity and…

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Abstract

Purpose

This study aims to investigate the impact of new technologies on parameters of organizational behavior and evaluate their determining role of technology maturity and readiness of staff in the digital readiness.

Design/methodology/approach

This study has obtained an integrated model of technology’s effect on staff’s organizational behavior considering digital readiness level by using system dynamics is developed. In this model, the effects of new technologies entry on organizational behavior variables are analyzed in different layers, and the result of this impact on the consequent of a bank organizational behavior and each indicator is examined separately in different scenarios. In determining the indicators and their significant coefficients, the viewpoints of banking experts and professionals in organizational behavior have been considered.

Findings

As a result of our surveys, five technology effects, without intermediaries, were obtained, which are automation, learning, streamlining repetitive jobs, addiction to technology and reducing face-to-face contact. Each of these factors would make a chain of side effects. In a way that, ultimately, their positive or negative effects on productivity and consequently on organization profits appear. The result indicates technology has effects on important behavioral factors such as stress, motivation, organization values and personal satisfaction. Indicators, which are formed by positive or negative factors, are being upgraded or downgraded. Therefore, managing negative cycles and developing positive cycles can be considered as one of the major banking concerns for controlling IT effects on its organizational behavior of human resources.

Originality/value

There is little academic remarkable literature on clarifying the effects of digitalization on employee's behavior in an organization, this research offers managers and organizations a model of influential factors that need to be taken into account by managers when they encounter new technologies. This study’s proposed analysis is useful to improve the efficiency and productivity of the organization, and alongside this, it is effective for the digital transformation process. This study fills previous research gaps in the academic context related to the practical studies that relied on digital maturity.

Details

Journal of Modelling in Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5664

Keywords

Book part
Publication date: 11 November 2019

Tommaso Fabbri, Anna Chiara Scapolan, Fabiola Bertolotti and Claudia Canali

The increasing use of digital technologies in organizational contexts, like collaborative social platforms, has not only changed the way people work but also provided…

Abstract

The increasing use of digital technologies in organizational contexts, like collaborative social platforms, has not only changed the way people work but also provided organizations with new and wide ranges of data sources that could be analyzed to enhance organizational- and individual-level outcomes, especially when integrated with more traditional tools. In this study, we explore the relationship between data flows generated by employees on companies’ digital environments and employees’ attitudes measured through surveys. In a sample of 107 employees, we collected data on the number and types of actions performed on the company’s digital collaborative platform over a two-year period and the level of organizational embeddedness (fit, sacrifice, and links dimensions) through two rounds of surveys over the same period. The correlation of the quantity and quality of digital actions with the variation of organizational embeddedness over the same period shows that workers who engaged in more activities on the digital platform also experienced an increase in their level of organizational embeddedness mainly in the fit dimension. In addition, the higher the positive variation of fit, the more employees performed both active and passive digital actions. Finally, the higher the variation of organizational embeddedness, the more employees performed networking digital behaviors.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

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