Previous studies explain situational antecedents of OCB using social exchange theory. However, the effects of factors such as perceptions of job characteristics on OCB seem to require a different explanatory mechanism. We propose that these effects can be explained through a new exchange relationship that we call work exchange. We develop a theory for the situational antecedents of OCB that includes economic, work, and social exchange relationships. The theory is tested using structural equations.

Influence of social and work exchange relationships on organizational citizenship behavior, The

The purpose of this paper is to explore the relationship between the ability, motivation and opportunity model, and organisational citizenship behaviour (OCB) as a result variable, using the perceived organisational support (POS) as a moderator of this relationship.,The hypotheses developed here are tested using data from a sample of Spanish firms belonging to two industries: finance and hotels. These sectors were selected due to the serious impact the recent financial crisis had on them, and because they may benefit from extra-role behaviours.,The results reveal that ability and motivation significantly influence the level of OCB. POS also has a notable direct effect on OCB, as well as moderating in the relationship between opportunity and OCB.,The study’s findings have some important lessons for practitioners and researchers with an interest in OCB, showing how to improve these extra-role behaviours, which can be so necessary in this post-crisis context.

How to improve organisational citizenship behaviour by combining ability, motivation and opportunity: The moderator role of perceived organisational support

Human capital retention: Developing and validating a structural model of selected antecedents of intention to quit

This thesis is submitted in partial fulfilment of the
requirement for the degree of Master of Philosophy

Psychological contract experience of survivor first-line managers during organisational downsizing: the mediating influence of culture in Nigeria

Communication Strategies to Generate Employee Job Satisfaction by Kenyatta N. Hills MBA, ITT Technical Institute, 2007 BA, University of Florida, 2005 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2015 Abstract Managers spend 75% of their time actively communicating with employees. Effective leadership communication is fundamental to employee job satisfaction. The purpose of this phenomenological study was to explore how communication strategies that government agency leaders use may motivate greater employee job satisfaction. Twenty employees of a government office in Florida were the general population sample. TheManagers spend 75% of their time actively communicating with employees. Effective leadership communication is fundamental to employee job satisfaction. The purpose of this phenomenological study was to explore how communication strategies that government agency leaders use may motivate greater employee job satisfaction. Twenty employees of a government office in Florida were the general population sample. The motivational language theory helped explore the nature of job satisfaction by focusing on leadership and employee communication strategies. Leadership communication influences employee motivation through incorporating 3 categories of utterances: empathetic (illocutionary) language, direction-giving (perlocutionary) language, and meaning-making (locutionary) language. The Van Manen selective approach helped code and the Stevick-Colaizzi-Keen method helped analyze the participants’ transcribed face-to-face interviews. Member checks and data saturation ensured the findings’ trustworthiness. The findings developed from coding and analyzing data led to the discovery of 4 themes: empathetic language, direction-giving language, meaning-making language, and job satisfaction. The 2 most important themes, direction-giving language and meaning-making language, help motivate job satisfaction by explaining how leadership advice, clear instructions, and leadership stories pertaining to primary events from the agency’s past provide direction and a feeling of job satisfaction. Social implications of this study include creating and improving organizational communication best practices and guidelines to help leaders communicate information effectively and to motivate regional governmental organization employee job satisfaction. Communication Strategies to Generate Employee Job Satisfaction by Kenyatta N. Hills MBA, ITT Technical Institute, 2007 BA, University of Florida, 2005 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2015 Dedication I am grateful for God’s love, favor, peace, provision, protection, abundance, and wisdom upon my life. I am also grateful for the power and glory my Lord and Savior Jesus Christ has placed upon my life to successfully establish and accomplish everything I seek to achieve in his magnificent name. I dedicate my doctoral study to my mother Edith Gale Shepard. I am blessed to be the daughter of such a beautiful, prayerful, and supportive mother. Your continuous love and personal sacrifice is not in vain. Thanks to my father Rev. Marion Hills, my grandparents Charlie and Mary Bryant, my maternal grandfather the late Larry Ford Sr., my paternal grandfather the late Marion Hills, and my grandparents Faydo Pinkney and Dorothy Hills-Pinkney. The admiration I feel for you all is priceless. Thanks for helping my mother mold me into a focused, God fearing, humble, successful, and educated African-American woman. I want to thank my sisters Lakesha Hills-Rose, Shannan Mitchell, Tiffani Hills, and Nicole Hills, my niece and nephew Empress and Seth Rose, brother-in-law Jason Rose, my aunt Nkwanda Jah, my uncle Larry Ford Jr. and uncle, Rev. Derrick Hills, for their continued love and support. I also want to thank members of my support system: Danitra McPhadden, Dr. Trenessa Williams, the late Sandra King, Yumma Brown, Kia Donaldson, Shadonna Harris, John Nelson, Aaron Robinson, Felicia Fells-Tillery, Darryl Middlebrook, Shirley Edwards, the employees of the RGO, and supportive family and friends. Each one of you played a tremendous role in inspiring and pushing me to complete my research. Most importantly, I would like to thank my prayer warriors who encourage me to focus more on Jesus, meditate on his word, and press forward. Acknowledgments I would like to acknowledge my supportive family, friends, classmates, and instructors who provided advice and guidance during this project. In addition, I would like to acknowledge the participants of the project who allowed me to interview and gather data concerning how RGO leadership communication strategies motivate employee job satisfaction. Most importantly, I would like to acknowledge Dr. Charlotte Carlstrom, Dr. Carol-Anne Faint, and Dr. Judith Blando for their help to make sure my study met the required academic standards of Walden University.

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Communication Strategies to Generate Employee Job Satisfaction

Orientation: Perception of justice amongst survivors of organisational downsizing is crucial for extra-role engagements. Researchers have recorded extra-role behaviours because they are important for organisational efficiency and success. Research purpose: The main objective of this study was to evaluate the relationship between employees’ perceptions of justice and their organisational citizenship behaviour (OCB) after organisations downsize. Motivation for the study: Many organisations that are downsizing do not seriously consider the unintended consequences of downsizing on the behaviour of survivors. This study intends to draw the attention of organisations that are downsizing to this oversight. Research design, approach and method: The researchers used a quantitative research design and survey method for the study. They distributed a self-administered questionnaire to 130 employees from a population of 180 survivors at the head office of a commercial bank that recently downsized in Lagos, Nigeria. Main findings: The research results showed that there was no fairness in the downsizing exercise. This resulted in low morale amongst survivors and unwillingness to engage in extra- role behaviours. Practical/managerial implications: It is important for organisations that are downsizing to use a participative approach in order to achieve organisational efficiency and improve productivity after restructuring. Contribution/value-added: The results of the study will give the managers of organisations, which are planning to downsize, a useful insight into how to plan the exercise, how to implement the plans, and how to manage the employees they will retrench and those they will retain after concluding the downsizing exercise.

https://sajhrm.co.za/index.php/sajhrm/article/download/344/339

Perceptions of justice and extra-role behaviours of survivors after organisational restructuring at a consolidated bank in Nigeria

Orientation: Perception of justice amongst survivors of organisational downsizing is crucial for extra-role engagements. Researchers have recorded extra-role behaviours because they are important for organisational efficiency and success. 
Research purpose: The main objective of this study was to evaluate the relationship between employees' perceptions of justice and their organisational citizenship behaviour (OCB) after organisations downsize.
Motivation for the study: Many organisations that are downsizing do not seriously consider the unintended consequences of downsizing on the behaviour of survivors. This study intends to draw the attention of organisations that are downsizing to this oversight. 
Research design, approach and method: The researchers used a quantitative research design and survey method for the study. They distributed a self-administered questionnaire to 130 employees from a population of 180 survivors at the head office of a commercial bank that recently downsized in Lagos, Nigeria. 
Main findings: The research results showed that there was no fairness in the downsizing exercise. This resulted in low morale amongst survivors and unwillingness to engage in extra-role behaviours. 
Practical/managerial implications: It is important for organisations that are downsizing to use a participative approach in order to achieve organisational efficiency and improve productivity after restructuring. 
Contribution/value-added: The results of the study will give the managers of organisations, which are planning to downsize, a useful insight into how to plan the exercise, how to implement the plans, and how to manage the employees they will retrench and those they will retain after concluding the downsizing exercise.

Queen Omoruyi

Papers

Perceptions of justice and extra-role behaviours of survivors after organisational restructuring at a consolidated bank in Nigeria

Perceptions of justice and extra-role behaviours of survivors after organisational restructuring at a consolidated bank in Nigeria : original research