Search results

1 – 10 of over 1000
Click here to view access options
Book part
Publication date: 16 July 2018

Jaron Harvey, Mark C. Bolino and Thomas K. Kelemen

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the…

Abstract

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

Click here to view access options
Article
Publication date: 16 July 2021

Jnaneswar K and Gayathri Ranjit

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Click here to view access options
Article
Publication date: 1 June 2015

Daria C. Crawley, Jill K. Maher and Stacy Blake-Beard

This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their…

Abstract

Purpose

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.

Design/methodology/approach

Alumnae (n = 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Gender in Management: An International Journal, vol. 30 no. 4
Type: Research Article
ISSN: 1754-2413

Keywords

Click here to view access options
Article
Publication date: 2 February 2015

Ajay K. Jain

The purpose of this paper is to investigate the impact of motives for volunteerism and organizational culture on organizational commitment (OC) and organizational

Downloads
7722

Abstract

Purpose

The purpose of this paper is to investigate the impact of motives for volunteerism and organizational culture on organizational commitment (OC) and organizational citizenship behavior (OCB) in Indian work context.

Design/methodology/approach

The data were collected from 248 middle and senior managers of a public sector organization in India. The self and other reported questionnaires were used to collect the data.

Findings

Results of hierarchical regression analysis have shown that personal development dimension of volunteerism was found to be the positive predictor of OC and OCB both. However, career enhancement, empathy and community concern dimensions of volunteerism had mixed effects on both the criterion variables. Furthermore, culture had not shown a significant impact on OCB; however, it had a positive influence on affective and continuance commitment. Moreover, demographic variables (age, education and tenure) had strong impact on OC than OCB.

Practical implications

OC and OCB are highly desirable forms of employees’ behavior in which motivation for volunteerism and organizational culture can play a significant role. However, both OC and OCB are differentially predicted by these antecedent variables.

Originality/value

This is the first study which has explored the impact of motives for volunteerism on OC and OCB in the field of organizational behavior in a non-western work context such as India.

Click here to view access options
Article
Publication date: 21 August 2007

Zoe S. Dimitriades

The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting…

Downloads
6061

Abstract

Purpose

The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting customer‐focused organizational citizenship behaviors of frontline employees in a diverse cultural context, at the crossroads of East and West.

Design/methodology/approach

Building on organizational citizenship behavior literature, the present study in the paper involved customer‐contact personnel employed in five service industries in a Greek mid‐sized town. Questionnaires were administered in person by the researcher during regularly scheduled meetings on company premises. A total of 269 individuals were invited to participate in the study. Participation was voluntary. The response rate was 74 percent. Confirmatory factor analysis (CFA), reliability‐, correlation‐ path‐ and hierarchical regression analyses were conducted to test research hypotheses.

Findings

The findings in this paper indicate that the concept of customer‐oriented organizational citizenship behavior (CO‐OCB) is a useful construct in the Greek context. Both direct and indirect influences and interactive effects were identified. Indeed, results indicate that the relationship between job involvement and service climate in impacting CO‐OCBs is complex (moderated mediation or mediated moderation?), warranting further investigation.

Research limitations/implications

The findings in the paper are limited by the sampling method and the specificity of the geographic context. It would be of interest to enhance the theoretical model by incorporating more individual, task, organizational and contextual variables.

Practical implications

The study in this paper demonstrates the important effects of service climate and job involvement on frontline employees' customer‐oriented organizational citizenship behaviors in Greek service organizations. Service managers should benefit from noting the links and the likely favorable outcomes for customers, employees and their organizations.

Originality/value

The paper provides empirical evidence of the applicability of the CO‐OCB construct in Greek service contexts and illuminates the complex nature of inter‐relationships between organizational climate for service and job involvement in predicting customer‐oriented organizational citizenship behaviors, expanding the OCB literature.

Details

Employee Relations, vol. 29 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Click here to view access options
Article
Publication date: 17 September 2019

Eun-Jee Kim and Sunyoung Park

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

Downloads
1541

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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

Details

International Journal of Manpower, vol. 40 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Click here to view access options
Article
Publication date: 28 February 2006

Unnikammu Moideenkutty, Gary Blau, Ravi Kumar and Ahamdali Nalakath

Using a sample of 103 Indian supervisor‐pharmaceutical sales representative dyads, this study hypothesized that procedural justice, distributive justice, perceived…

Downloads
710

Abstract

Using a sample of 103 Indian supervisor‐pharmaceutical sales representative dyads, this study hypothesized that procedural justice, distributive justice, perceived organizational support, and communication satisfaction with supervisor would have a stronger positive relationship to organizational citizenship behavior than to in‐role behavior. Supportive result was found for one variable, i.e., communication satisfaction with supervisor had a stronger relationship to organizational citizenship behavior.

Details

International Journal of Commerce and Management, vol. 16 no. 1
Type: Research Article
ISSN: 1056-9219

Keywords

Click here to view access options
Article
Publication date: 1 March 2013

Sabine Pohl, Adalgisa Battistelli and Julien Librecht

This study sets out to examine the relationships between job characteristics, Perceived Organisational support (POS) and Organizational citizenship behaviours (OCB). The…

Abstract

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.

Details

International Journal of Organization Theory & Behavior, vol. 16 no. 2
Type: Research Article
ISSN: 1093-4537

Click here to view access options
Book part
Publication date: 15 December 2015

Erik Poutsma, Coen van Eert and Paul E. M. Ligthart

This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the…

Abstract

This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the possible complementary role of High Performance Ownership systems. This paper investigated these relationships by analyzing employee survey data from a Dutch organization that has implemented employee share ownership. We used PLS, a variance-based structural equation model to test the hypotheses. The results showed a direct influence of employee ownership on organizational citizenship behavior, but the relationship was not mediated by psychological ownership. Unexpectedly, the results show that a High Performance Work System bundle without employee ownership generates psychological ownership, but this does not influence organizational citizenship behavior. This research could not confirm the comprehensive model in which employee ownership, HRM system, and psychological ownership are positively related to each other. We choose a deliberate set of HR practices on theoretical grounds, but future research could investigate other sets of HR practices that may produce the expected effects. This research showed that employee ownership has a positive influence on organizational citizenship behavior. Organizations are therefore advised to consider implementing employee ownership. The results also show that a set of HR practices positively influences psychological ownership. The results suggest that organizations should strive for a consistent message, which makes the employees feel that they are taken serious as and deserve to be owners. We analyzed the influence of a configuration of high performance ownership system on psychological ownership and organizational citizenship behavior that is not done before.

Details

Advances in the Economic Analysis of Participatory & Labor-Managed Firms
Type: Book
ISBN: 978-1-78560-379-2

Keywords

Click here to view access options
Book part
Publication date: 2 October 2003

Kelly L Zellars and Bennett J Tepper

Virtually all research on organizational citizenship behavior (OCB) is rooted in a social exchange based view of citizenship performance. While we do not dispute the…

Abstract

Virtually all research on organizational citizenship behavior (OCB) is rooted in a social exchange based view of citizenship performance. While we do not dispute the significant role exchange motives play in citizenship performance, we nevertheless see what amounts to a preoccupation with and over-reliance on social exchange processes in extant OCB theory. With the goals of improving the prediction of citizenship performance and advancing human resource management practice, we outline several new directions for OCB theory and research.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84950-174-3

1 – 10 of over 1000