Search results

The preliminary purpose of the study is to explore the relationship between Human Resource Management (HRM) practices and service oriented organizational citizenship behavior (SO-OCB). The current study’s focus is on three HRM practices namely training, fair reward and promotion opportunity. Second, the study examines the mediating role of impersonal trust on the aforementioned relationship through the use of social exchange theory.

Data has been collected through purposive sampling technique from service employees of 39 private commercial banks of Bangladesh and was analyzed by using structural equation modeling-partial least square method.

Findings of the study comply with the theory of social exchange. All three HRM practices significantly predict SO-OCB. Additionally, impersonal trust positively mediates the relationship between HRM practices and SO-OCB.

As private commercial banks are growing rapidly in Bangladesh, this sector is facing enormous competition which makes frontline employees SO-OCB a competitive advantage. Due to the limited researches in the field of SO-OCB, this study provides a new avenue of knowledge for the researchers and practitioners on how to develop such behavior in a service setting. Further, no prior study tests the mediation of impersonal trust. Earlier, most of the studies focus on interpersonal trust. The current study contributes to the literature by offering a comprehensive framework that explains the mediation effect of impersonal trust on the association between HRM practices and SO-OCB.

The purpose of this paper is to examine organizational citizenship behavior (OCB) by combining two heterogeneous perspectives, integrating OCB-related factors at work using both personal and organizational perspectives, thus contributing to the knowledge of OCB.

Two studies are conducted using surveys in Taiwan with a snowball sampling technique to enlarge participation. Study 1 analyzes the relationships between organizational identification (OID), expected psychological contract (PC), perceived PC (PPC) and OCB. Study 2 analyzes the relationship between OCB and principals’ (or head teachers’) leadership frames (LFs).

Study 1 finds that OID is an antecedent of OCB and that expected PC (EPC) moderates the OID-OCB relationship. Study 2 finds that the symbolic LF is the only antecedent of OCB and that different LFs influence each other in predicting OCB. EPC is found to moderate the OID-OCB relationship, indicating that primary school teachers’ (PSTs) with higher levels of EPC are more likely to demonstrate OCB at school. Interestingly, PPC did not demonstrate such a moderating effect.

The study makes three contributions. First, the authors analyze composite OCB via identity and PC theories (Study 1). Second, the authors scrutinize specific aspects of OCB via leader-member-exchange and LF theories. These aspects include assisting colleagues, job commitment, working morale and non-selfish behavior (Study 2). Third, the authors increase understanding of PSTs’ OCB, discussing important implications for school principals and human resource managers as well as perhaps others in similar sectors.

To investigate women's corporate networks, and the reported benefits for the women and their employers. To gain insight into the motivation for these voluntary activities, by drawing on organisational citizenship theory.

The paper explores the issue using in‐depth interviews with chairs and organisers of 12 women's networks, and triangulated the data with an email survey resulting in 164 responses from network members in five companies.

The paper identifies how networks were set up and managed, as well as the benefits that accrue to the organisation, the leaders and the members. Key findings were the wealth of voluntarily contributed extra‐role behaviours, and totally business‐oriented view of the activities presented by network leaders. More senior women were more likely to report prosocial behaviours such as driving change and supporting others. Organisational citizenship theory provided a lens through which to draw insight into actors' motivations for supporting corporate networking.

This is a study of only 12 corporate networks within large UK companies, but findings should be useful for any employers or senior women thinking about starting or refreshing a corporate women's network.

Women and their employers appear to benefit strongly from being involved in corporate networking. Evidence suggests that employers should support internal women's networks, given the organisational citizenship behaviours voluntarily contributed for their benefit.

This paper is the first to investigate how women's corporate networks are organised, and how their activities benefit not just the women but also the employer. Organisational citizenship theory provides insight into motivation for such initiatives. The findings should be of interest not just for those involved in women‐in‐management studies, but also to organisational citizenship and networking researchers.

This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and state-owned enterprises (SOEs).

In the proposed model, job security is considered as an antecedent of affective commitment, and subordinate–supervisor guanxi is viewed as an antecedent of loyalty to supervisor. The model further suggests that affective commitment will affect employees’ turnover intention and organisational citizenship behaviour (OCB) and that loyalty to supervisor will affect employees’ OCB. A data set consisting of 255 employees in three JVs and 253 employees in three SOEs in China is used to test the hypotheses empirically.

The LISREL results support the hypotheses and show the major differences of employees’ attitudes and behaviour in JVs and SOEs today.

This study shows the differences of effects of commitment on OCB in JVs and SOEs and also clarifies the mixed and inconsistent findings of the effects of affective commitment and commitment to supervisor on OCB in the previous literature.

Given that the effects of affective commitment and loyalty to supervisor on OCB are different in JVs and SOEs, different policies should be adopted to enhance the OCB in these two types of organisations.

The research results show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. The comparison of the results has implications to the extant literature.

This article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.

This article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.

The results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.

The findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.

The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.

The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.

Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.

Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.

The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

Border management, barring illegal foreign workers, and immigrant counseling are three major functions of the National Immigration Agency (NIA) of Taiwan. These functions are composed of traditional “job” as well as social “work” characteristics. In other words, these functions have shifted from a “position”-based job design to an “overall operation”-based work design that incorporates environmental and situational factors. The purpose of this paper is to examine frontline immigration workers in Taiwan in order to determine how the motivational (task-oriented) and social work (social-oriented) characteristics (SWCs) of the immigration work design model influence immigration workers’ organizational citizenship behaviors (OCBs).

The authors collected 312 questionnaires, of which 304 were valid, with 230 completed by men and 74 by women.

The results revealed that SWCs and collective efficacy at the group level had significantly positive effects on collective efficacy and service-oriented OCB, respectively. Task-oriented work characteristics had positive effects on self-efficacy and thus on individual level service-oriented OCB, and self-efficacy also had positive effects on individual service-oriented OCB. Both SWCs and collective efficacy had a contextual effect on individual-level outcome variables. Furthermore, the combination of SWCs with self-efficacy had cross-level effects on individuals’ service-oriented OCB.

These findings can enhance people’s understanding of how the social and motivational power of work characteristics can encourage employees to exhibit service-oriented OCB. This implies that the NIA can stimulate individual self-motivation and affect group-level efficacy and service-oriented OCB through the environmental context and social relationship characteristics of border affairs brigades (branches).