Search results

This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs.

Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses.

Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs.

Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are.

Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance.

First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

Written in dialogue form, the benefits and equality of Universal Design vs. Differentiated Design taking into account individual student needs will be explored while integrating literature, research, and both K-12 and higher education experiences. The danger of a singular lens is highlighted as well as the need for educators to be lifelong learners. Both Universal Design and differentiation theories will be tested against and/or aligned with disability studies, multicultural education, critical pedagogy, democratic education, LGBTQ voices, and educational leadership.