Showing papers on "Organizational citizenship behavior published in 2017"
TL;DR: The authors conducted a comprehensive meta-analysis on the antecedents and outcomes of psychological safety in the workplace and examined the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement.
Abstract: Although psychological safety research has flourished in recent years, and despite the empirical support for the important role of psychological safety in the workplace, several critical questions remain. In order to address these questions, we aggregate theoretical and empirical works, and draw on 136 independent samples representing over 22,000 individuals and nearly 5,000 groups, to conduct a comprehensive meta-analysis on the antecedents and outcomes of psychological safety. We not only present the nomological network of psychological safety but also extend this research in 4 important ways. First, we compare effect sizes to determine the relative effectiveness of antecedents to psychological safety. Second, we examine the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement. Third, we examine whether research design characteristics and national culture alter validities within the nomological network, thus promoting a more accurate and contextualized understanding of psychological safety. Finally, we test the homology assumption by comparing the effect sizes of the antecedents and outcomes of psychological safety across individual and group levels of analysis. We conclude with a discussion of the areas in need of future examination.
408 citations
TL;DR: In this paper, the authors use a social identity theory perspective to study the mechanisms through which internal and external corporate social responsibility (CSR) influence employee identification and it is shown that CSR influences employee identification.
Abstract: In this paper, we use a social identity theory perspective to study the mechanisms through which internal and external corporate social responsibility (CSR) influence employee identification and it...
355 citations
TL;DR: This article found that conscientiousness and moral reflectiveness were associated with the voluntary workplace green behavior of group leaders and individual group members and found a direct relationship between leader green behavior and the green behaviour of individual subordinates as well as an indirect relationship mediated by green advocacy within work groups.
333 citations
TL;DR: Li et al. as discussed by the authors investigated the salience of mediating mechanisms of leader-member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers and examined the role of followers' proactive personality in moderating the indirect effects of servant leadership on organizational citizenship behavior.
Abstract: While the link between servant leadership and organizational citizenship behavior (OCB) has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader–member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis of survey data collected from 446 supervisor–subordinate dyads in a large Chinese state-owned enterprise suggests that while servant leadership is positively related to subordinate OCB through LMX, psychological empowerment does not explain any additional variance in OCB above that accounted for by LMX. Moderated mediation tests confirm the moderating effect of proactive personality through LMX. By providing a nuanced understanding of how and when servant leadership leads followers to go above and beyond their job role, our study assists organizations in deciding how to develop and utilize servant leaders in their organizations.
314 citations
TL;DR: The authors found that undifferentiated constructive voice is associated with a wide range of antecedents that fit in Morrison's five categories: (a) dispositions, (b) job and organizational attitudes and perceptions, (c) emotions, beliefs, and schemas, (d) supervisor and leader behavior, and (e) contextual factors.
Abstract: This article reports meta-analyses intended to clarify and enhance our understanding of voice and its promotive and prohibitive forms. We find that undifferentiated constructive voice is associated with a wide range of antecedents that fit in Morrison's (2014) five categories: (a) dispositions, (b) job and organizational attitudes and perceptions, (c) emotions, beliefs, and schemas, (d) supervisor and leader behavior, and (e) contextual factors. However, relative weight analyses reveal a highly dominant variable within each category (personal initiative, felt responsibility, engagement, leader–member exchange, and positive workplace climate). We also find that undifferentiated constructive voice has a moderate zero-order association with job performance that is nonsignificant when task performance and organizational citizenship behavior are also considered. Finally, we explore how associations vary as a function of whether voice is promotive or prohibitive. First, there are significant differences in associations with over a third of the antecedents (core self-evaluations, felt responsibility, organizational commitment, detachment, psychological safety, ethical leadership, and leader openness). Second, although promotive voice has a positive association with job performance, the opposite is true for prohibitive voice. We conclude with suggestions to enhance our understanding of voice, especially with respect to efforts needed to clarify and distinguish promotive and prohibitive voice.
268 citations
TL;DR: In this paper, five core mechanisms (affective, motivational, identification, social exchange, and justice enhancement) are identified to mediate the TFL-performance relationship, which are consistent with established social and psychological theories.
Abstract: Transformational leadership (TFL) has been shown to affect employees' job performance, and the literature offers a large variety of explanatory processes. Integrating the diverse literature related to the mechanisms that mediate the TFL-performance relationship, the current study identified five core mechanisms—affective, motivational, identification, social exchange, and justice enhancement—that are consistent with established social and psychological theories. Meta-analysis involving > 600 samples was conducted to test these mechanisms. General support was found for each of the five mechanisms. The findings showed that TFL was related to variables that represented these mechanisms, which in turn were associated with non-self-report measures of employees' task performance, citizenship behavior, and innovative behavior. An integrative model was further proposed and tested to show the central role of leader-member exchange in the relationships between TFL, other mediating variables, and performance outcomes. This study contributes to the literature by strengthening researchers' theoretical understanding of the major social and psychological processes by which transformational leaders promote followers' job performance.
208 citations
TL;DR: In this article, the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and knowledge sharing were investigated in a field study with 337 full-time employees.
Abstract: Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.
195 citations
TL;DR: In this paper, the authors examined the links between Corporate Social Responsibility (CSR) and its internal consequences using the hotel employees' CSR perception, Quality of Working Life (QWL), affective commitment, organizational citizenship behavior (OCB), and job performance.
159 citations
TL;DR: Research has consistently demonstrated that organizational citizenship behaviors (OCBs) produce a wide array of positive outcomes for employees and organizations as mentioned in this paper, however, recent work, however, has suggeste...
Abstract: Research has consistently demonstrated that organizational citizenship behaviors (OCBs) produce a wide array of positive outcomes for employees and organizations. Recent work, however, has suggeste...
157 citations
TL;DR: The authors found that perceived underemployment had an inverted U-shaped relationship with task crafting and that this relationship was moderated by organizational identification, and that task crafting was positively related to creativity and organizational citizenship behavior.
Abstract: Based on the job-crafting perspective, we theorized a serial curvilinear mediated moderation model that links underemployment to two outcomes that benefit the organization: creativity and organizational citizenship behavior. A three-waved time-lagged survey of teachers and a field study of technical workers provided convergent support for this model. In Study 1, using data from 327 teachers and their immediate supervisors, we found support for our hypotheses that perceived underemployment had an inverted U-shaped relationship with task crafting and that this relationship was moderated by organizational identification. When the teachers’ organizational identification was high, they engaged in more task crafting for the organization at intermediate levels of perceived underemployment. We also found that task crafting was positively related to creativity and organizational citizenship behavior. In Study 2, the simulation tasks for 297 technical workers provided convergent evidence for the idea that objective...
146 citations
TL;DR: In this article, the authors examined the link between communication satisfaction, perceived justice, and organizational citizenship behaviors (OCB) among Chinese employees and found that perceived justice mediates the relationship between CS and OCB.
TL;DR: In this paper, a study that integrates principles of servant leadership with the social comparison theoretical framework was conducted to examine how servant leadership induces low perceived differentiation in leader-member relationship quality within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB).
Abstract: How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.
TL;DR: This paper investigated the mediating role of individual-level psychological empowerment in the cross-level relationship between team-directed empowering leadership and two complementary forms of individual level citizenship: affiliative organizational citizenship behavior and taking charge.
TL;DR: In this paper, a total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling to find the degree of the influence of transformational leadership on sustainable performance, as well as the mediating role of organizational citizenship behavior.
Abstract: Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee’s sustainable performance.
TL;DR: In this paper, the authors conducted two studies to examine and clarify the leadership behaviors-follower performance relation by pitting various theoretical rationales and mechanisms against each other and found that leader-member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance.
Abstract: Summary
There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta-analyses involving 3327 primary-level studies and 930 349 observations as input for meta-analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.
TL;DR: In this paper, an online survey of 135 consultants, contractors, subcontractors, and suppliers from across the construction project supply chain was undertaken to understand the complexities and interconnectedness of these relationships in showing how one type of interorganizational justice acts on another in influencing project organizational citizenship behaviors.
TL;DR: While servant leadership is widely recognized as a people-oriented management style, little attention has been directed to understand the positive outcomes of servant leadership on different stakeh... as discussed by the authors,.
Abstract: While servant leadership is widely recognized as a people-oriented management style, little attention has been directed to understand the positive outcomes of servant leadership on different stakeh...
TL;DR: In this article, the authors examined whether emotional intelligence (EI) is related to organizational citizenship behavior (OCB) and counterproductive work behavior (CWB), and found that EI is positively associated with OCB and negatively related to CWB.
TL;DR: In this paper, a more comprehensive measure of organizational environmental citizenship behavior was developed and validated by six separate studies, which together produced a psychometrically acceptable measure for organizational environmental Citizenship behavior.
TL;DR: In this article, the mediating role of work engagement between psychological capital (PsyCap) and the two facets of organizational citizenship behavior (OCB) which involves both individual and organization was examined.
Abstract: Purpose
The purpose of this paper is to examine the mediating role of work engagement (WE) between psychological capital (PsyCap) and the two facets of organizational citizenship behavior (OCB) which involves both individual and organization. It also examines the moderating role of perceived organizational support (POS) between PsyCap and WE, and WE and the two facets of OCB.
Design/methodology/approach
A total of 293 responses gathered from employees working in diverse service sector industries in India were assessed using structural equation modeling.
Findings
Overall, the results support the mediating role of WE in the PsyCap-OCB relationship, and the moderation of POS between WE and the two facets of OCB.
Research limitations/implications
This study helps in understanding how WE-OCB relationship can be negatively affected in the presence of high POS.
Practical implications
The results encourage organizations to establish systems for enhancing the engagement levels of their employees, which according to this study may be achieved by creating and maintaining vibrant work environment.
Originality/value
This study helps in understanding the role of POS among PsyCap, WE, \and the two factors of OCB.
TL;DR: In this article, the authors investigate how corporate social responsibility contributes to organizational citizenship behavior for the environment (OCBE) among employees in hotel industry and seek the understanding of the moderating effects of corporate entrepreneurship and employees' attachment styles on the relationship between CSR and OCBE.
Abstract: The aim of this study is to investigate how corporate social responsibility (CSR) contributes to organizational citizenship behavior for the environment (OCBE) among employees in hotel industry. Corporate green brand should be built not only from the provision of green products or services but also from green behavior among employees in their daily activities. This study also seeks the understanding of the moderating effects of corporate entrepreneurship (CE) and employees’ attachment styles on the relationship between CSR and OCBE.,The data for testing the study model were harvested from respondents in the hotel industry in Vietnam business context.,The research results unveiled the positive effect of CSR on OCBE and the roles of CE and employee attachment styles in moderating this effect.,Hospitality organizations should integrate CSR initiatives into their sustainable strategy to shape employee OCBE. Entrepreneurial values should also be cultivated among employees to drive them to further respond to CSR initiatives and engage in OCBE.,This study expands CSR and green research streams by identifying the effect of CSR on OCBE among hotel employees as well as moderation mechanisms of CE and employee attachment styles for such an effect.
TL;DR: In this paper, a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service-sales ambidexterity and service-oriented organizational citizenship behaviors was proposed.
Abstract: Purpose
This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service–sales ambidexterity and service-oriented organizational citizenship behaviors.
Design/methodology/approach
Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople’s service-oriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects.
Findings
The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople’s psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service–sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels.
Practical implications
Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service–sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization’s competitive advantage via service-oriented organizational citizenship behaviors.
Originality/value
This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.
TL;DR: In this paper, structural equation modeling (SEM) was used as an inferential statistical analysis technique to test the hypothesis of the research, and the results of the study found the mediating effect (indirect effect) of variable organizational citizenship behavior was found in between personality, organizational commitment and job satisfaction on performance.
Abstract: The purpose of this paper is to know whether organizational citizenship behavior mediates the effects of personality, organizational commitment, and job satisfaction.,This research was conducted in the city of Makassar with the entire population being lecturer with the status from a permanent lecturer foundation. By using the Slovin formula, a sample of 295 respondents was obtained. Structural equation modeling (SEM) was used as an inferential statistical analysis technique to test the hypothesis of the research.,The results of the study found the mediating effect (indirect effect) of variable organizational citizenship behavior was found in between personality, organizational commitment and job satisfaction on performance, which thus indicates that the higher the personality, organizational commitment and job satisfaction the higher the performance, and if mediated, organizational citizenship behavior is also higher.,Organizational citizenship behavior research has been conducted on student classroom and career success. Additionally, organizational citizenship behavior has been researched for a critical review of the theoretical and empirical literature, which has provided suggestions for future research. Thereby, on paper originality the variables shown to be used are personality, organization commitment, job satisfaction, organizational citizenship behavior, and performance. Furthermore, the method used in this research is the SEM. The investigation was performed at two private colleges in Indonesian Muslim University and Muhammadiyah University Makassar, South Sulawesi, Indonesia, where no studies were conducted on the same topic previously.
TL;DR: In this article, the authors examined associations of employees' use of character strengths at work with productivity, organizational citizenship behavior (OCB), and job satisfaction, and suggested a multiple mediation model demonstrating how these associations are mediated by positive affect and engagement.
Abstract: Character strengths are hypothesized to contribute to human thriving. However, the effects of their use on individuals’ behaviors and attitudes at work, an important domain of modern life, have rarely been studied. In the present study, we examined associations of employees’ use of character strengths at work with productivity, organizational citizenship behavior (OCB), and job satisfaction. Based on the broaden-and-build theory of positive emotions, we suggested a multiple mediation model demonstrating how these associations are mediated by positive affect and engagement. Participants (N = 1,095) completed measures of strengths use, work productivity, OCB, job satisfaction, positive affect, and work engagement. As hypothesized, using strengths at work was associated with productivity, OCB, and job satisfaction, and these associations were mediated by higher positive emotions and engagement. The findings highlight the potential benefits of encouraging employees to use their strengths and point to positive...
TL;DR: In this article, a trickle-down model was proposed and tested to find out how manager support at the functional department level affect frontline employees' attitudes toward supervisor support at operational level and subsequently influence leader-member exchange (LMX), organizational citizenship behavior (OCB), and turnover intentions.
TL;DR: The authors empirically examined the propositions that ethical leadership is related to employees' organizational citizenship behavior (OCB) through two psychological mechanisms: a social learning mechanism, where employees emulate their supervisor's behavior such as caring about their organization; and a social exchange mechanism that links ethical leadership to perceived procedural justice and employee's organizational concern.
Abstract: This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior (OCB) through two psychological mechanisms: (a) a social learning mechanism, where employees emulate their supervisor’s behavior such as caring about their organization; and (b) a social exchange mechanism that links ethical leadership to perceived procedural justice and employee’s organizational concern. Our theoretical model was tested using data collected from employees in a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 93 team supervisors and 486 employees showed that supervisors’ and employees’ organizational concern sequentially mediated the relationship between ethical leadership and employee OCB. It was also found that the link between ethical leadership and employee OCB was sequentially mediated by perceived procedural justice and employee’s organizational concern. Theoretical and practical implications of these findings are discussed.
TL;DR: Treating insomnia with Internet based cognitive behavior therapy for insomnia found that treatment had a beneficial direct effect on negative affect, job satisfaction, and self-control, and the effect of treatment on job satisfaction was mediated by negative affect.
Abstract: Drawing from recent research advances indicating the harmful effects of insomnia on negative affect, job satisfaction, self-control, organizational citizenship behavior, and interpersonal deviance, we hypothesized that treating insomnia with Internet based cognitive behavior therapy for insomnia would lead to improvements in these outcomes. In a field experiment with a randomized wait-list control group, we found that treatment had a beneficial direct effect on negative affect, job satisfaction, and self-control. Moreover, the effect of treatment on job satisfaction was mediated by negative affect. We were not able to detect a direct effect of treatment on organizational citizenship behavior or interpersonal deviance. However, treatment had a beneficial indirect effect on organizational citizenship behavior through the mediators of negative affect and job satisfaction, and a beneficial indirect effect on interpersonal deviance through the mediator of self-control. These results move the applied psychology literature on insomnia beyond simply pointing out problematic effects of employee insomnia to providing evidence of a partial solution to such effects. (PsycINFO Database Record
TL;DR: The performance of individual work performance has been a central topic for scholars over the past century and there is a mass of research on performance but it is embodied in a variety of disconnected literatures each year.
Abstract: Individual work performance has been a central topic for scholars over the past century. There is a mass of research on performance but it is embodied in a variety of disconnected literatures each ...
TL;DR: In this article, the authors explore the context of the relationship between leader-member exchange and organizational citizenship behaviors (OCB) and find that leader power distance attenuates the relationship and this effect is stronger in workgroups with high degree of task interdependence.
Abstract: In this paper we explore the context of the relationship between leader-member exchange and organizational citizenship behaviors (OCB). We maintain that workgroup leader's power distance and the extent of task interdependence in the group exert cross-level effects on the LMX-OCB relationship. We assert that leader power distance attenuates the relationship between LMX and OCB, and this effect is stronger in workgroups with high degree of task interdependence. Results of hierarchical linear modeling analysis of data gathered from 245 employees nested in 54 workgroups supported our hypotheses. LMX-OCB relationship was weaker in workgroups led by high power distance leaders. Further, the three-way cross-level interaction between LMX, leader power distance and group task interdependence demonstrated that the tendency for LMX to have a stronger positive effect on OCB when leader power distance was low rather than high was more pronounced in high task interdependence teams.
TL;DR: In this article, the mediating role of brand relationship quality in the relationship between brand experience and customer citizenship behavior was examined, and the findings suggest that marketing or service managers should build high quality of customer-brand relationship to enhance customer citizenship behaviors by providing memorable and pleasurable brand experiences.
Abstract: Purpose
This paper aims to examine the mediating role of brand relationship quality in the relationship between brand experience and customer citizenship behavior.
Design/methodology/approach
Two studies were conducted in China. Data were collected via questionnaire surveys. Structural equation modeling and bootstrapping methods were used for data analyses.
Findings
Results show that brand relationship quality mediates the effects of the four dimensions of brand experience (i.e. sensory, affective, behavioral and intellectual) on the two aspects of customer citizenship behavior (i.e. toward other customers and toward the organization). In addition, service provider ratings can moderate the effect of brand relationship quality on customer citizenship behavior.
Practical implications
The findings suggest that marketing or service managers should build high quality of customer–brand relationship to enhance customer citizenship behaviors by providing memorable and pleasurable brand experiences. Brands with high ratings can facilitate the effect of brand relationship quality on customer citizenship behavior.
Originality/value
This research sheds light on the mediating role of brand relationship quality in the relationship between brand experience and customer citizenship behavior.