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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.

The purpose of this study is to evaluate the impact of workplace incivility on innovation, organizational citizenship behaviors, organizational commitment and performance in travel agencies. The study also aims at exploring the mediating roles of innovation, organizational citizenship behaviors and organizational commitment in the relationship between workplace incivility and performance.

The questionnaire was used to collect study data from the sample, which consisted of employees in Egyptian travel agencies, category (A), in Cairo Governorate. The questionnaire link was sent to 854 employees in travel agencies, with 644 obtained responses. Only 586 responses were suitable for analysis.

The results depicted that there is a significant and negative effect of workplace incivility on innovation, organizational citizenship behaviors, organizational commitment and performance. The results also revealed a significant and positive effect of innovation, organizational citizenship behaviors and organizational commitment on performance. Moreover, the results indicated that innovation, organizational citizenship behaviors and organizational commitment play partial mediating roles in the link between workplace incivility and performance.

The current study attempts to measure the mediating role of innovation, organizational citizenship behaviors and organizational commitment in the link between workplace incivility and performance. Managerial implications, limitations and future research are also presented.

本研究的主要目的是评估工作场所不文明行为对旅行社创新、组织公民行为、组织承诺和绩效的影响。 该研究还旨在探讨创新、组织公民行为和组织承诺在工作场所不文明行为与绩效之间关系中的中介作用。

调查问卷用于从样本中收集研究数据, 样本包括开罗省埃及旅行社（A）类的员工。 问卷链接发送给854名旅行社员工, 收到644份回复。 只有 586 个回复适合分析。

结果表明, 工作场所的不文明行为对创新、组织公民行为、组织承诺和绩效产生显着的负面影响。 结果还揭示了创新、组织公民行为、组织承诺对绩效的显着和积极影响。 此外, 结果表明, 创新、组织公民行为和组织承诺在工作场所不文明行为和绩效之间的联系中发挥部分中介作用。

当前的研究试图衡量创新、组织公民行为和组织承诺在工作场所不文明行为和绩效之间的中介作用。 还介绍了管理意义、局限性和未来研究。

El objetivo principal del estudio es evaluar el impacto de la falta de civismo en el lugar de trabajo sobre la innovación, los comportamientos de ciudadanía organizativa, el compromiso de la organización y el rendimiento en las agencias de viajes. El estudio también pretende explorar los papeles mediadores de la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización en la relación entre la incivilidad en el lugar de trabajo y el rendimiento.

Se utilizó el cuestionario para recopilar los datos del estudio de la muestra, que estaba formada por empleados de agencias de viajes egipcias, categoría (A), de la gobernación de El Cairo. El enlace del cuestionario se envió a 854 empleados de agencias de viajes, de los que se obtuvieron 644 respuestas. Sólo 586 respuestas fueron aptas para el análisis.

Los resultados revelaron que existe un efecto significativo y negativo de la falta de civismo en el lugar de trabajo sobre la innovación, las conductas de ciudadanía organizativa, el compromiso de la organización y el rendimiento. Los resultados también revelaron un efecto significativo y positivo de la innovación, los comportamientos de ciudadanía organizativa, el compromiso de la organización sobre el rendimiento. Además, los resultados indicaron que la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización desempeñan papeles mediadores parciales en el vínculo entre la falta de civismo en el lugar de trabajo y el rendimiento.

El presente estudio trata de medir el papel mediador de la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización en el vínculo entre la falta de civismo en el lugar de trabajo y el rendimiento. También se presentan las implicaciones para la gestión, las limitaciones y las investigaciones futuras.

Research findings claim that indicators, representing high-quality exchanges between leaders and followers, are important predictors of organizational effectiveness. There is scarce evidence related to the role of these indicators in student achievement. The purpose of this paper is to test a hypothesized model including three important high-quality exchange indicators.

Totally, 449 teachers from 166 elementary schools in Tehran provided data on trust in principal and procedural justice and 166 principals provided data on organizational citizenship behavior of teachers. Student achievement was calculated by averaging grade five students’ scores on district examinations in science and math. Data were collected in each school during regularly scheduled meetings and were analyzed using correlation analysis and structural equation modeling.

The hypothesized model has an adequate fit to observed data, supporting the argument that principal-teacher high-quality exchanges provide positive outcomes in the form of student achievement.

Since most studies on high-quality exchange indicators are limited to non-educational settings, this study extends this line of inquiry in public schools. It also contributes to school effectiveness literature by providing empirical evidence concerning the link between trust in principal, procedural justice, organizational citizenship behavior, and student achievement.

The purpose of this paper is to examine the relationships among transformational leadership, organizational learning, interpersonal trust and organizational citizenship behavior (OCB).

The authors collected data from the manufacturing sector in South Korea. A total of 208 responses were analyzed by employing the structural equation modeling method.

The findings showed that transformational leadership directly affected organizational learning, interpersonal trust and OCB; interpersonal trust positively and significantly influenced organizational learning and OCB; organizational learning had direct and significant effects on OCB; and organizational learning mediated the relationship between transformational leadership and OCB.

This study highlights the value of empirically establishing how employee citizenship behaviors are affected by transformational leadership as an integrative construct bringing together organizational learning and trust.

The study intends to encourage future research by assessing whether organizational learning and interpersonal trust mediates the link between leaders’ behavior and employees’ behavior.

Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support.

Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan.

The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior.

This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior.

Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

The purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.

The study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.

The findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Besides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.

Even though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Organizational identification could play an important role during crises if it contributes to individuals' perceptions of control. This study examines this relationship and unpacks some of its complexities by investigating the mediating role of job satisfaction and citizenship behaviors that have previously been examined as outcomes of organizational identification in noncrisis contexts. The authors also investigate the moderating role of the perceived severity of the crisis on the relationships between organizational identification and job satisfaction and citizenship behaviors. There is limited empirical research on these relationships in a crisis context, and studying them is important for understanding the role of identification in diverse contexts and for crisis management research and practice.

Using the survey method, quantitative data were collected from 354 individuals from a nonprofit organization that filed for Chapter 11 bankruptcy. This was supplemented with qualitative data from respondents' comments in the survey.

Using process analysis, the authors find the following: (1) job satisfaction fully mediates the relationship between organizational identification and perceived control; (2) the perceived severity of the crisis moderates the relationship between organizational identification and job satisfaction; (3) citizenship behavior is associated with organizational identification but is not a significant mediator in the relationship between organizational identification and perceived control and (4) the perceived severity of the crisis is not a significant moderator of the relationship between organizational identification and citizenship behaviors.

This study’s model can be further tested in public and private organizations that are experiencing bankruptcies to examine the robustness of our findings. Also, due to the cross-sectional design of this study, the findings need to be tested in a longitudinal study to examine if they persist over time during the recovery and growth phases of a crisis.

Leaders can rely on individuals who identify with their organizations during a crisis, such as bankruptcies because they experience job satisfaction and a sense of control. Additionally, these individuals also demonstrate citizenship behaviors in these challenging situations.

This study is one of the first to empirically examine the association between organizational identification and perceived control, the mediating role of job satisfaction and citizenship behaviors and the moderating role of perceived severity in the context of an organizational crisis. An additional strength of this study is that it provides empirical evidence from individuals in an actual crisis rather than from laboratory studies.

This exploratory study describes an empirical comparison of organization citizenship behavior (OCB) between samples from the United States and Romania. The economic and work environment distance between the U.S. and Romania was theorized to result in a dissimilar structure and strength of good citizenship behaviors and differential contributions of OCB to productivity. Data from Romania produced a unique factor structure with lower factor scores than those of the comparable organization in the United States. The citizenship behaviors in both countries were positively related to productivity, but links were stronger in the U.S. There were significant differences in the individual citizenship behaviors and productivity between the U.S. and Romania. National and organizational cultures appear to be significant determinants of OCB. The results are interpreted with respect to the stage of development, histories, and economies of the two countries.

This study sets out to examine the relationships between job characteristics, Perceived Organisational support (POS) and Organizational citizenship behaviours (OCB). The mediating role of intrinsic motivation was additionally examined. Although the effects of Perceived Organisational support on Organisational citizenship behaviours are well-documented, few studies have examined the role of job characteristics and intrinsic motivation on organisational citizenship behaviours. Yet, there appear to be natural links between job characteristics, intrinsic motivation and OCB. The sample of the study included a total of 422 nurses. Subjects were recruited from different hospitals located throughout Belgium. Data for this study was obtained by means of questionnaires. Both measures are based on scales that appear to be reliable. Results provide insight into how perceived organizational support and job characteristics impact organizational citizenship behaviour. Intrinsic motivation mediated the relation between job characteristics and organizational citizenship behaviour.

This paper aims to investigate the process of internal brand management that makes employees identify with the corporate brand and produce positive attitudes and behaviors, thus contributing to customer satisfaction. Three constructs, brand‐centered HRM, brand psychological ownership, and brand citizenship behaviors, are utilized to examine the process of internal brand management. The first construct, brand‐centered human resource management (HRM), represents managerial practices that improve brand cognitions and brand attitude of employees. The second construct, brand psychological ownership, explains the psychological experiences that make employees feel brand ownership and then express altruistic spirit of the brand. The third construct, brand citizenship behaviors, shows that employees live the brand.

This multilevel research of collecting data from 453 employees, 172 supervisors, and 933 customers from 26 hotels demonstrates the results of different levels. Hierarchical linear modeling is utilized to investigate the relationships among these constructs.

Results at the individual level show that brand psychological ownership of employees has positive effects on brand citizenship behaviors, and all factors of these two constructs are also correlated positively. Results at the cross level demonstrate that brand‐centered HRM has positive effects on brand psychological ownership and brand citizenship behaviors. Organizational‐level brand citizenship behaviors positively affect customer satisfaction. Furthermore, brand psychological ownership partially mediates the relationship between brand‐centered HRM and brand citizenship behaviors.

An organization can adopt brand‐centered HR practices to make employees produce brand psychological ownership and brand citizenship behaviors, thus contributing to customer satisfaction. HR managers can strengthen employees' brand citizenship behaviors by fostering their brand psychological ownership feelings.

This paper explores the conception, measurement, and explanatory power of the new research construct (i.e. brand psychological ownership) on the effectiveness of internal brand management.