Public services worldwide have been subject to externally imposed reforms utilizing tools such as financial incentives and performance targets. The adverse impact of such reforms on a public service ethos has been claimed, but rarely demonstrated. Individuals within organizations work beyond their formal contracts of employment, described as Organizational Citizenship Behavior (OCB), to further organizational interests. Given New Public Management reform and the subsequent contextual changes in the way in which public sector organizations are managed and (...) funded, the present study theorizes that OCB directed towards the organization may be ‘crowded-out’. This article tests the relationships between public service ethos and OCB and it presents empirical evidence from a study in England ( n = 433) of the ability of each dimension of this ethos to predict OCB. (shrink)

Organizational citizenship behaviour has generally been associated with organizational effectiveness. However, recent research has shown that this may not always be the case and that certain types of organizational citizenship behaviour such as compulsory citizenship behaviour, may be inimical to the fulfillment of formal goals and organizational effectiveness. Using military historical and business organizational secondary data, the paper maintains that extreme variance in either organizational (task) or personal (social psychological) support (...) class='Hi'>organizational citizenship behaviour generates entropic citizenship behaviour which derails completely the effective accomplishment of formal organizational goals. A general model of organizational citizenship behaviour with entropic citizenship behavior as its novel conceptual boundary is developed in the paper, and four specific propositions with implications for future empirical research are delineated. (shrink)

While the importance of employee initiatives for improving the environmental practices and performance of organizations has been clearly established in the literature, the precise nature of these initiatives has rarely been examined (particularly the issue of their discretionary or mandatory nature). The role of organizational citizenship behaviour in environmental management remains largely unexplored. The main objectives of this paper were to propose and validate an instrument for measuring organizational citizenship behaviour for the environment (OCBE). Exploratory (Study (...) 1, N = 228) and confirmatory (Study 2, N = 651) analyses were conducted to examine the factor structure of OCBEs. The factor structure that emerged from Study 1 indicated that the three main types of OCBEs were eco-initiatives, eco-civic engagement and eco-helping. The factor structure found in Study 1 was confirmed by Study 2. Analysis of the three types of OCBEs highlighted the complexity of discretionary initiatives for the environment in the workplace and points to a number of avenues for further research. (shrink)

A Thai company organizes a weekly sermon and meditation session for its clients and members. We hypothesized that vipassana meditation's positive effects in work would be manifested in peace of mind, loving kindness, and organizational citizenship behavior, that peace of mind would predict OCB, and that loving kindness would mediate the relationship of peace of mind to OCB. Peace of mind is operationally defined as the experience of inner peace and harmony; loving kindness as the thoughts, words, (...) and acts of kindness extended to all creatures; and OCB as individual behavior that involves courtesy, civic virtue, sportsmanship, conscientiousness, and altruism. We conducted a study among 147 vipassana meditation participants; the results supported the hypotheses. Participants’ peace of mind predicted OCB and loving kindness significantly mediated the peace of mind-OCB relationship. The beneficial effects of vipassana meditation suggest its adoption by organizations to foster efficient functioning. (shrink)

While the link between servant leadership and organizational citizenship behavior 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 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. (shrink)

Publication date: 16 April 2018 Source: Author: Remi Chukwudi Okeke, Desmond Okechukwu Nnamani This study interrogates the notion of an envisaged age of wisdom whereby, the current information / knowledge worker era will be succeeded by a new order, in which information and knowledge will be impregnated with purpose and principles. The study thus examines the issue of worker commitment and organizational citizenship behaviour in the assumed age of wisdom. The analytical framework of the study is the rational (...) choice theory. Precedent to the envisioned age of wisdom is the condition of putting service before self. We argued in the study that the age of wisdom-position contextually discountenances with a fundamentally contentious issue in human affairs, which has to do with whether the individual in the society is an inherently self-interested or an innately altruistic being. In the study’s re-imaginations, worker commitment and organizational citizenship behaviours will continue to be influenced by the intrinsic tendencies, in the regards of subjective rationality. In contrast to the assumed precedent-condition of putting service before self in the imminent age of wisdom, this study sees general continuity in subjective rationalities but with massive increases in universal productivity, arising from enduring human inventiveness and sundry efforts. (shrink)

In spite of an increasing number of studies on ethical climate, little is known about the antecedents of ethical climate and the moderators of the relationship between ethical climate and work outcomes. The present study conducted firm-level analyses regarding the relationship between chief executive officer (CEO) ethical leadership and ethical climate, and the moderating effect of climate strength (i.e., agreement in climate perceptions) on the relationship between ethical climate and collective organizational citizenship behavior (OCB). Self-report data were (...) collected from 223 CEOs and 6,021 employees in South Korea. The results supported all study hypotheses. As predicted, CEOs' self-rated ethical leadership was positively associated with employees' aggregated perceptions of the ethical climate of the firm. The relationship between ethical climate and firm-level collective OCB was moderated by climate strength. More specifically, the relationships between ethical climate and interpersonally directed collective OCB and between ethical climate and organizationally directed collective OCB were more pronounced when climate strength was high than when it was low. Theoretical and practical implications of these findings are addressed herein. (shrink)

Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive (...) or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field. (shrink)

Organizational citizenship behavior (OCB) is considered vital for organizations’ performance, and there is notable interest in factors that foster it. However, recent research has questioned the absolute positivity of OCB and pointed to its understudied possible adverse effects (e.g., on employees’ well-being). The present research aims to shed light on these issues by exploring the daily dynamics of employees’ social and emotional work lives’ interplay with their OCB. Specifically, the research focuses on teachers, whose job enables notable (...) OCB and whose performance is profoundly affected by it. Based on the literature linking work relationships and emotional experiences with OCB, we examined the interplay between teachers’ OCB and their daily perceived supervisor and colleague support, and daily positive and negative emotional experiences. Sixty teachers completed self-report questionnaires of the research variables every day for twelve workdays. Results indicated significant associations of daily supervisor support and negative emotions with increased OCB on the following day, links of daily positive emotions with decreased OCB on the following day, and associations of daily OCB with increased negative emotions on the following day. These findings point to daily processes that may underly longer-term effects of OCB (such as burnout), including a potential downward spiral of negative emotions that seem to result from OCB and reinforce it. (shrink)

Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive (...) or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field. (shrink)

Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive (...) or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field. (shrink)

Current corporate systems risk generating inequality among workers, insofar as they concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers’ agapic behaviors – similar to the ones considered in organizational citizenship behavior literature – that cannot be quantified, i.e. workers’ generosity, humanity, kindness, compassion, help for others and mercy. Although these types of behaviors may appear unproductive (...) or irrational, they create symbols of belonging to the company and social cohesion. This article claims that beyond focusing on reward systems, companies should recognize agapic behaviors to increase workers’ intrinsic motivation. These behavioral attitudes allow fraternal relationships -as conceived in the Civil Economy tradition- to arise within organizations; moreover, they contribute to advancing new managerial practical implications in the humanistic management field. (shrink)

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, (...) the roles of psychological ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed. (shrink)

This study draws on deontic justice theory to examine an unexplored socioemotional micro-foundation of corporate social responsibility (CSR), namely anticipated guilt, in an effort to improve our understanding of employees’ moral reactions to their organization’s CSR. We empirically investigate whether environmental CSR induces anticipated guilt (i.e., concerns about future guilt for not contributing to organizational CSR) leading to organizational environmental citizenship behavior. We also consider two boundary conditions related to the social nature of anticipated guilt: line (...) manager support for the environment and negative environmental group norms. To test our hypotheses, we analyzed data from a convenience sample of 503 managers working in Mexican organizations, using Latent Moderated Structural equation modeling. Overall, our results support the deontic argument that employees care about CSR because CSR embodies moral concerns. Specifically, our findings show that efforts to avoid a guilty conscience increase when the line manager provides increased resources and control to act for the environment, and when group members do not care for the environment, suggesting that employees feel they have to compensate for their group’s moral failure. (shrink)

The aim of this research is to find a relationship between organizational commitment and Organizational Citizenship Behavior (OCB) on Call Centre employee. Organizational commitment is degree which is the employee identify and internalize the organizational values, which makes the employee wants to stay in organization. OCB is employee’s voluntary behavior, beyond job’s description, and contribute toward organizational efectivity. This research is using Spearman-rank order coefficients of correlations formula. The finding reveals that there (...) is a relationship between organizational commitment and OCB r s (86) = 0,441, p < 0,01. This finding shows that there is positive and significant relationship between organizational commitment and OCB.  . (shrink)

This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries. This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform excellent organizational citizenship behaviors, including the altruism of (...) assisting colleagues and the responsible conscientiousness toward organization. The effect of altruism toward colleagues is especially stronger. Finally, the effect of leaders’ values, attitudes, and behaviors on the spiritual survival of employees is stronger in retail than that in finance. (shrink)

This study examined the relationships of perceived ethical leadership, workplace jealousy, and organizational citizenship behaviors directed at individuals and organizations. Survey responses were collected from 491 employee-coworker pairs from 33 hospitals in Taiwan. The employees provided assessments of their perceived ethical leadership and the workplace jealousy they experienced, while the coworkers provided information about the employees’ OCBI and OCBO. In the hypotheses testing, perceived ethical leadership was found to be negatively related to employees’ workplace jealousy and jealousy was (...) negatively related to their OCBI and OCBO. Workplace jealousy partially mediated the effect of ethical leadership on OCBI and OCBO. In addition, perceived ethical leadership was found to have a moderation effect on the jealousy-OCBI/ocbo relationship. This study contributes to the literature of ethical leadership as well as to the literature of OCB by relating workplace jealousy to OCB and by making sense of the effects of ethical leadership on OCB through the mediation of jealousy and through the moderation of ethical leadership on the jealousy-OCB relationship. (shrink)

Organizational citizenship behavior can foster organizational competitiveness and survival especially, facing a rapidly changing environment. There are some empirical pieces of research that shed light on the effects of OCB on extrinsic rewards, since OCB, through performance appraisal, affects extrinsic rewards which will influence OCB as well. However, researchers have overlooked the reverse effect of extrinsic rewards on OCB. It is necessary to explore the mechanism between positive verbal rewards and OCB. This study integrated psychological ownership (...) and affective commitment to form a structural model based on social exchange theory and cognitive evaluation theory. These results show that positive verbal rewards are positively correlated with psychological ownership, psychological ownership is positively correlated with affective commitment and OCB, and affective commitment is positively correlated with OCB. As refers to the mediating effects, psychological ownership fully mediates the relationship between positive verbal rewards and affective commitment. Furthermore, affective commitment plays a partial mediating role in the effect of psychological ownership on OCB. Accordingly, this psychological mechanism between positive verbal rewards and OCB reveals important theoretical and practical implications. (shrink)

Among the many approaches to leadership, servant leaders stand out for the emphasis they place on the importance of service to their followers, the organization, and the broader community. We develop and test a multilevel mediation model, in which the relationship between servant leadership and team performance is sequentially transmitted through individual-level organizational citizenship behavior (OCB) and team-based internal social capital. Multilevel structural equation modeling was applied to a sample of 343 teams, reflecting 835 respondents from various (...) departments at 171 hotels in Spain; both top-down (between team leaders and individual employees) and bottom-up relationships (individual employee behavior and team outcomes) were assessed. As anticipated, individual-level OCB and group-level internal social capital fully mediated the positive effect of servant leadership on team performance. Our findings illustrate that servant leadership in the team-based business enterprise context can foster virtuous individual-level OCB to help build task-focused community, in which leaders, followers, and teams can flourish for the common good. Thus, managers should know that serving their team members first and foremost is a positive for the flourishing of all involved. As such, policymakers should pursue communication and training initiatives to encourage the practice of servant leadership. (shrink)

A multidimensional measure of ethical culture was examined for its relationship to person–organization fit, ethical intent and organizational citizenship behavior, using a sample of 525 employees from the financial industry in Spain. As hypothesized, relative to studies using unidimensional assessments, our measure of EC was more strongly related to ethical intent and organizational citizenship. Also, significant differences were found in the degree to which each the EC dimensions related to both ethical intent and OCB. Finally, (...) in a first for the literature, we demonstrated the important role of overall P–O fit in connection with EC, ethical intent, and organizational citizenship. Specifically, as hypothesized, P–O fit moderated positively the association between EC and ethical intent, but mediated the EC–OCB relationship. (shrink)

Challenge-oriented organizational citizenship behavior or the organization-improving tasks employees perform beyond their job description is important for high organizational performance, but the organizational factors influencing it are poorly understood. In this study, we explored how inclusive leadership influences employees’ challenge-oriented organizational citizenship behavior in the Chinese context, drawing on data from 558 employees in high-tech industries. Multivariate correlation analysis showed that inclusive leadership promotes employees’ challenge-oriented organizational citizenship behavior and (...) that this influence is partly mediated by work engagement. Further, it showed that organizational innovative atmosphere has a moderating effect on the relationship between inclusive leadership and employees’ challenge-oriented organizational citizenship behavior. In effect, this study expands the range of predictive variables for challenge-oriented organizational citizenship behavior and provides not only theoretical insight but also practical guidance for leaders who seek to motivate this behavior in their employees. (shrink)

We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior (OCB) is likely to play a (...) crucial role in predicting abusive supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables (Hypotheses 1–3). Study 2, utilizing multisource field data (i.e., subordinate–supervisor dyads), replicates the results from Study 1 and provides support for the entire moderated-mediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions. (shrink)

This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior 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. 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. (shrink)

Religion and faith are often central aspects of an individual’s self-concept, and yet they are typically avoided in the workplace. The current study seeks to replicate the findings about the role of religious beliefs and practices in shaping an employee’s reactions to stress/burnout and job attitudes. Second, we extend the literature on faith in the workplace by investigating possible relationships between religious beliefs and practices and citizenship behaviors at work. Third, we attempted to study how one’s perceived freedom to (...) express his/her religious identity at work was related to workplace attitudes and behaviors. Mixed results suggest that religiosity can be related to stress and burnout, job satisfaction, organizational commitment, and Organizational Citizenship Behavior. More research is needed to further qualify the results and explore the effects of one’s perceived freedom to express his/her religious identity in the workplace. (shrink)

The current study presents an integrative model examining the double-edged sword effect of unethical pro-organizational behavior (UPB) from the perspective of the actors. Drawing on the moral self-regulation perspective and psychological entitlement literature, we propose that employees who engage in UPB may experience an increase in moral deficits and psychological entitlement, resulting in increased organizational citizenship behavior (OCB) and decreased work effort, respectively. We further propose that moral attentiveness strengthens the positive relationship between UPB and (...) moral deficits but weakens the positive relationship between UPB and psychological entitlement. Moreover, the strength of the indirect effects of employee UPB on OCB and work effort is also contingent upon employees’ moral attentiveness. The hypothesized moderated mediation model is supported by a multisource and time-lagged research design based on a sample of 256 supervisor–subordinate dyads. Key theoretical and practical implications and future research directions are discussed. (shrink)

Although the effects of pro-organizational motives on pro-organizational behaviors [i.e., unethical pro-organizational behavior and organizational citizenship behavior ] and their boundaries have been explored to some extent, extant studies are rather piecemeal and in need of synthesis and extension. Based on prior motivational research on pro-organizational behaviors, we developed a comprehensive contingent model in which moral identity and impression management motives would moderate the links between pro-organizational motives, UPB, and OCB. Adopting (...) a time-lagged design, we collected data from 218 salespeople in an internet technology service company in China. Results showed that pro-organizational motives were positively related to UPB and OCB. Moral identity weakened the impact of pro-organizational motives on UPB but strengthened the influence of pro-organizational motives on OCB. Furthermore, we found that impression management motives strengthened the effects of pro-organizational motives on UPB and OCB, and the interaction of impression management motives and pro-organizational motives was stronger on UPB than on OCB. Theoretical and practical implications, limitations, and future directions are discussed. (shrink)

Little is known empirically about the role of supervisor listening and the emotional conditions that listening facilitates. Having the opportunity to speak is only one part of the communication process between employees and supervisors. Employees also react to whether they perceive the supervisor as actively listening. In two studies, this paper examines three important outcomes of employee perceptions of supervisor listening. Furthermore, positive and negative affect are investigated as distinct mediating mechanisms. Results from Study 1 revealed that employee perceptions of (...) supervisor listening reflected supervisors’ self-ratings of how they listen to their employees and these perceptions were associated with the three work outcomes. Study 2 replicated the findings in a larger sample and found evidence for two explanatory mechanisms. Positive affect mediated the effects of perceived supervisor listening on organizational citizenship behavior and turnover intention, whereas negative affect mediated listening effects on emotional exhaustion and turnover intention. Implications for organizational research and managerial practice concerning workforce sustainability are discussed. (shrink)

As a cluster of behaviours resulting in desired organizational outcomes, antecedents of organizational citizenship behaviours have long been searched. Based on the fact that the work and family domains of individuals closely interact and that harmony between values shared in organizations and the values adopted by individuals, called person–organization fit, have important consequences on the desired outcomes, the research conducted tries to identify the relationship between values existing in the individual's family and organization with organizational (...) class='Hi'>citizenship behaviour. The results of the research show that the congruence between the values of two domains has a significant relationship with the level of organizational citizenship behaviour. (shrink)

Drawing on conservation of resources theory, this study examines the curvilinear relationship between harmonious and obsessive work passion and organizational citizenship behavior as well as the moderating effect of collectivistic values. Using 233 paired supervisor-employee responses from Russia, I found that harmonious work passion and OCB are positively related up to a point, after which higher levels of harmonious work passion are associated with declining OCB. The main curvilinear effect of obsessive work passion on OCB was not (...) significant. Collectivistic values were found to significantly interact with obsessive work passion but not harmonious work passion in the way they affect OCB. Employees who score high on collectivistic values tend to engage more in OCB than those who score low on collectivistic values. Interestingly, at low levels of collectivism, the inverted U-shaped curve illustrates the relations between obsessive passion and OCB changes into a U-shaped curve, suggesting that the highest engagement in OCB will no longer be observed at intermediate levels of obsessive work passion but rather at its lowest and highest levels. The findings contribute to work passion research and suggest that curvilinear rather than linear relationships may exist between work passion and work outcomes, which may account for the existing inconsistencies in the previous studies in regards to whether work passion-outcomes relationships are either positive or negative. (shrink)

Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further argue (...) that these identity effects should be more pronounced when leaders are perceived to be group prototypical, as their actions then speak louder to followers’ sense of identity. Two studies—a scenario experiment with 138 participants and a field study with 225 employees—provided support for our hypothesized moderated mediation model. Perceived ethical leadership positively affected OCB via followers’ moral identity but only under conditions of high perceived leader group prototypicality. We discuss how the identity pathway of ethical leadership can facilitate novel theorizing about moral transference. Our findings also suggest that, when hiring external ethical leaders or training internal managers, practitioners are well advised to consider that these individuals may only be effective in morally transforming followers when they are perceived as prototypical for the group. (shrink)

This study aims to reveal the impact of proactive personality on career success and the sequential mediation effect of organizational citizenship behavior and task performance on the relationship. Utilizing meta-analytic structural equation modeling technology sampling 101,131 employees from multiple organizations and industries, which deeply decreased sampling error, the results indicated slightly different findings of proactive personality and three types of career success. Specifically, in relation to salary, OCB and task performance independently transmit the effects of proactive personality (...) to subjective career success, but they sequentially mediate this link as well. In regard to subjective career success and promotion, OCB mediates the relationship between proactive personality and promotion. OCB and task performance sequentially mediate these links. We discussed findings cautiously and purpose future research directions. (shrink)

This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management context. In this country, in spite of the wide use of a long-term-oriented and loose-control-focused Western-styled strategic human resource management model, a short-term-focused and tight-control-oriented error aversion culture is still popular. The study uses multi-source individual-level survey data in a large (...) state-owned enterprise to test the hypotheses. It is found that employee-experienced, Western-styled high-performance work systems positively impact a China-specific employee’s organizational citizenship behavior, and the—joint—moderation effects of employee-perceived error aversion culture and organizational identification are significant. The research findings deepen the understanding of the HRM-OCB relationship by demonstrating that culture and identity can jointly adjust the effects of HRM on OCB. The findings also challenge an established argument in the HRM-OCB literature that compatibility between employees’ personalities and organizational values – organizational identification – can enhance OCB. (shrink)

BackgroundValue-driven career attitude is considered a dimension of a protean career attitude. Individuals with this attitude seek out personally meaningful experiences and set their own psychological career success standards. This study investigates the association between value-driven career attitude and job performance. It looks at how organizational citizenship behavior affects the relationship between value-driven career attitudes and job performance.MethodsA self-reported questionnaire was used to collect data from 400 random employees of SMEs in Pakistan during the early pandemic. We (...) chose Cochran’s formula to determine the appropriate sample size, and PLS-SEM was used to analyze the model. P-O fit and self-determination theory is the theoretical lenses used in this study. The underpinning theories to this study enable the researchers to establish a link between VDCA, OCB, and job performance.ResultsBy analyzing a sample of 400 employees from active enterprises, we discover that VDCA contributes to an improvement in job performance. Furthermore, OCB plays an intervening effect in the relationship between VDCA and job performance. Thus, the study provided evidence for the underpinning models of P-O fit and self-determination theory.ConclusionThis study adds to the body of knowledge by investigating the connections between VDCA, OCB, and job performance in SMEs. The existing literature sheds scant light on these linkages, leaving a gap that this study will address. The current study expands on other themes to provide an in-depth analysis of many under-explored PCA outcomes, which may open up new avenues for future researchers to broaden and strengthen PCA with other constructs. (shrink)

Using multisource data and multilevel analysis, we propose that the ethical stance of supervisors influences subordinates’ perceptions of corporate social responsibility which in turn influences subordinates’ trust in the organization resulting in their taking increased personal social responsibility and engagement in organizational citizenship behaviors oriented toward both the organization and other individuals. Using a multilevel model, we assessed the extent to which ethical leadership and CSR at the work unit level impacts subordinates’ behaviors mediated by organizational trust (...) at the individual level. We employed a sample of 71 work unit supervisors and 308 subordinates from five businesses of a conglomerate company located in mainland China. Subordinates were asked to rate supervisory ethical leadership practices, CSR, and their extent of organizational trust. Supervisors were asked to rate the personal social responsibility taking and OCB of their respective subordinates. A multilevel path analysis revealed that ethical leadership has a positive effect on CSR at the work unit level and that CSR has a positive cross-level effect on organizational trust at the individual level, which in turn significantly and positively impacts OCB through the mediating effect of taking personal social responsibility. Results are discussed in the context of China’s manufacturing sector. (shrink)

During the COVID-19 pandemic, organizations need to effectively manage changes, and employees need to proactively adapt to these changes. The present research investigated when and how individual employees’ narcissism was related to their change-oriented organizational citizenship behavior. Specifically, based on a trait activation perspective, this research proposed the hypotheses that individual employees’ narcissism and environmental uncertainty would interactively influence employees’ change-oriented organizational citizenship behavior via felt responsibility for constructive change; furthermore, the effect of narcissism (...) on change-oriented organizational citizenship behavior via felt responsibility for constructive change would be stronger when the environmental uncertainty prompted by the COVID-19 pandemic was high rather than low. Two studies were conducted to test these hypotheses: an online survey of 180 employees in mainland China and a field study of 167 leader–follower dyads at two Chinese companies. The current research reveals a bright side of narcissism, which has typically been recognized as a dark personality trait, and enriches the understanding of the antecedents of change-oriented organizational citizenship behavior. This research can also guide organizations that wish to stimulate employee proactivity. (shrink)

Based on social cognitive theory, we studied the relationship between coaches’ paternalistic leadership and youth athletes’ organizational citizenship behavior and the mediation effect of athletes’ trust in coaches, in China. This age-specific research was conducted among more than 2,000 Chinese youth soccer players. Overall, 758 youth soccer players, aged 13–18 years, completed a self-report questionnaire. The results showed that the three dimensions of the coaches’ PL have different relationships with OCB, and the differences were due to differences (...) in athletes’ ages. Additionally, we verified the mediation role of trust. Our research conclusions are of great significance to the study of Chinese youth soccer as in-depth research can provide a deeper and more precise understanding of the relationship between PL and the OCB of Chinese youth soccer players. This study expands the literature on social cognitive theory and sheds light on the relationship between coach leadership and athlete OCB by providing extensive evidence. (shrink)

Research on knowledge hiding has largely focused on its antecedents while overlooking its consequences. Drawing on moral cleansing theory, we adopt a “perpetrator-centric view” and posit that employees who engage in playing dumb and evasive hiding–two specific knowledge hiding behaviors that involve deception–will subsequently perform more organizational citizenship behavior directed toward individuals (OCB-I) because they perceive a loss of moral credits following their moral transgression. Further, we propose that the indirect effects are contingent on perpetrators’ moral identity (...) internalization. We tested our hypotheses using a time-lagged research design with a sample of 362 respondents from a large pharmaceutical group company. Consistent with our hypotheses, we found that employees who engaged in playing dumb and evasive hiding subsequently exhibited more OCB-I as they perceived a loss of moral credits, whereas employees who engaged in rationalized hiding did not. In addition, the positive relationships between playing dumb and evasive hiding with perceived loss of moral credits were stronger when perpetrators had high moral identity internalization, as were the indirect effects of playing dumb and evasive hiding on OCB-I via perceived loss of moral credits. Our research contributes to the understanding of when and how engaging in knowledge hiding affects perpetrators and their compensatory behaviors toward coworkers. (shrink)

This study investigates the association between work-family conflict and organizational citizenship behavior and examines the mediated role of subjective happiness between and the moderated part of family support. A moderated mediation model is established based on the Conservation of Resources theory. We collected data from 386 employees of nine companies in China. This study shows that the work-family conflict of female professional employees is negatively correlated with organizational citizenship behavior, and that the relationship is (...) mediated by subjective well-being. Furthermore, female professional employees’ family support moderates the effects of work-family conflict on subjective happiness and organizational citizenship behavior, with the relationship weaker when family support is higher. This study enriches the literature on work-family conflict by using family support as a mediating mechanism for work-family conflict. It enhanced our understanding of the influencing mechanisms of organizational citizenship behavior by constructing a more detailed model. (shrink)

Aiming to reduce the difficulty of managing and motivating knowledge workers, and promote the psychological well-being of them in Chinese hospitals, this study examines how k-workers’ leader–member exchange influences their task performance and the mediation effect of organizational citizenship behavior. Through a self-administered survey, valid questionnaires were collected from 384 k-workers in Chinese hospitals, and partial least squares structural equation modeling was employed for data analysis. The findings show that LMX is positively related to OCB and task (...) performance, and that OCB mediates the relationship between LMX and task performance. This research has theoretical implications and also provides practical suggestions on how to manage, motivate, and inspire k-workers, and promote the psychological well-being of them, and finally enhance the organizational performance in Chinese hospitals. (shrink)

The objective of this study was to investigate the leadership style of the supervisor to develop the organization's sustainable workplace of and the extra-role behavior of employees. An organizational context of the immigration officer is explored by using the data collected from a survey of 453 immigration officers from 26 immigration officer teams in Taiwan. This study has verified the transformational leadership and organizational commitment that they have positive effect on organizational citizenship behavior of (...) the immigration officers. Moreover, it showed that the organizational climate has a context effect on organizational commitment and OCB. Furthermore, the results of this study have shown that an aggregated transformational leadership has cross-level interactions on OCB. This study also found that the transformational leadership has strong effect on organizational commitment and OCB. This study adopts a cross-level study taking organizational environmental factors and cross-level interactions as research considerations. Because of the focus on group-level impact, the research methodology can apply the supervisor's leadership style and the organizational climate to measure whether the immigration officers have a high degree of organizational commitment and influence their OCB performance across levels. The organizational commitment of the immigration officers and their individual OCB performance could be improved by converging the organizational context effect of aggregated transformational leadership and organizational climate. This study found that the application of the transformational leadership is extremely helpful for an organization to develop sustainable workplace and extra-role behavior of employees. (shrink)

This study examined the mediation and moderation models of the relationship between Islamic work ethics (IWE), thriving at work, organizational citizenship behavior (OCB), and leader humility. A total of 418 employees from two different sample groups (Islamic banks and educational institutions) in Indonesia were included. A multiple regression hierarchy with PROCESS was used to test the hypotheses. We found a positive influence of IWE and leader humility on thriving and OCB and thriving at work on OCB. Thriving (...) was found to mediate the relationship between IWE and OCB, and the leader humility moderates these relationships. Thriving at work and OCB are dramatically under-represented in Islamic work ethics research, and this study attempts to fill this void. Furthermore, this study reveals the interactive role of leader humility and IWE in enhancing OCB preference and the mediating role of thriving at work in the IWE − OCB relationship. (shrink)

Workplace stressors were identified to have critical impacts on employee creativity. However, little is known about how and when involuntary citizenship behavior (i.e., compulsory citizenship behavior, CCB)-induced stress might exert influence on employee creativity. To fill this void, the present study firstly develops a moderated mediation model to investigate the CCB—employee creativity association as well as the underling mechanism and contextual condition of this relationship. By integrating social cognitive theory such as self-efficacy theory and conservation of (...) resources (COR) theory, we propose that CCB predicts employee creativity through the mediating role of creative self-efficacy (CSE), with the individual characteristics (i.e., personality traits) of negative affect acting as a boundary condition. Using two-wave time-lagged survey data collected from a sample of 251 front-line employees in 10 manufacturing firms in Southern China, the results show that: (a) CSE mediates the negative relationship between CCB and employee creativity; (b) negative affect moderates the relationship between CCB and CSE; (c) negative affect moderates the indirect influence of CCB on employee creativity through CSE. As the level of negative affect rises, this indirect relationship is stronger. Finally, important theoretical and managerial implications and promising avenues for future research are addressed. (shrink)

Synthesizing theories of ethical leadership, psychological climate, pro-environmental behavior, and gender, first, we proposed and tested a model linking supervisors’ ethical leadership and organizational environmental citizenship behavior via green psychological climate. Then we tested the moderating effect of gender on the indirect (via green psychological environment) relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Time-lagged (three waves, two months apart) survey data were collected from 447 employees in various manufacturing and service (...) sector firms operating in China. Data were analyzed using structural equation modeling, bootstrapping, and multi-group technique to test the hypothesized relationships. The results showed a positive relationship between employee ratings of supervisors’ ethical leadership and organizational environmental citizenship behavior. Moreover, green psychological climate mediates the relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Importantly, the multi-group analysis revealed that gender moderates the indirect relationship (via green psychological climate) between supervisors’ ethical leadership and organizational environmental citizenship behavior. The study carries useful practical implications for policymakers and managers concerned about environmental sustainability. (shrink)