Organizational citizenship behavior in part- and full-time work

This study investigated the differences in job attitudes between part-time (n= 96) and full-time (n= 82) workers in Korean sports organizations. They responded to a questionnaire including Meyer and Allen's (1984) scales for affective (AC) and continuance commitment (CC), and Smith, Organ, and Neat’s (1983) organizational citizenship behavior (OCB) questionnaire. Confirmatory factor analyses of the data supported the subscale structures and the equivalence of measurement in the two groups. The full-time workers scored significantly higher on AC and OCB while the part-time workers scored higher on CC. While the relationship between AC and OCB was positive and significant in both groups, it was stronger in the full-time group than in the part-time group. The relationship between CC and OCB was significant and negative only in the case of the full-time group. The implication is that part-time work is not as conducive as fall-time work for developing affective commitment or organizational citizenship behavior.

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Do psychological contract and organizational citizenship behavior affect organizational performance in non-profit organizations?

Chinese Management Studies ◽

10.1108/cms-05-2013-0090 ◽

2014 ◽

Vol 8 (3) ◽

pp. 397-417 ◽

Cited By ~ 4

Author(s):

Tracy Tsui-Hsu Tsai ◽

Arthur Jing Lin

Keyword(s):

Organizational Performance ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Psychological Contract ◽

Citizenship Behavior ◽

Full Time ◽

Content Type ◽

Non Profit ◽

Non Profit Organizations ◽

The Relationship

Purpose – The purpose of this paper is to survey volunteers and full-time employees in international non-profit organizations (NPOs) and explore the relationships among psychological contract (PC), organizational citizenship behavior (OCB) and organizational performance (OP). Design/methodology/approach – Using 573 usable responses, a linear structural equation model (SEM) was developed to examine the relationships. Findings – The results demonstrate significant positive relationships between PC and OCB, OCB and OP and PC and OP. They also show the mediating effect of OCB on the relationship between PC and OP. Research limitations/implications – Beside mediation effect, OCB and other variables might exert significant moderation effect on the relationship between PC and OP. Companies could conduct longitudinal studies to examine the changes of PC and OCB impacts on OP. Practical implications – Companies pursuing Chinese market should cooperate with NPOs in multiple ways including marketing for philanthropic purposes, supporting volunteer services and sponsoring the NPO. This way the company’s image will improve and its business will expand among its Chinese clientele. Originality/value – Budget concerns often force NPOs to downsize full-time staff, making considerable portion of their operations rely on a large number of volunteers. This study offers practical guidelines for NPOs to effectively entice and support both volunteers and employees for achieving its organizational goals.

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Millennials and organizational citizenship behavior

Management Research Review ◽

10.1108/mrr-05-2016-0121 ◽

2018 ◽

Vol 41 (7) ◽

pp. 774-788 ◽

Cited By ~ 7

Author(s):

Baiyun Gong ◽

Regina A. Greenwood ◽

David Hoyte ◽

Arlene Ramkissoon ◽

Xin He

Keyword(s):

Career Development ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Job Crafting ◽

Citizenship Behavior ◽

Full Time ◽

Job Outcomes ◽

Content Type ◽

Career Anchor ◽

The Impact

Purpose Growing up in the technology era and heavily invested in longer full-time education, the millennial workforce holds unique characteristics that may influence important job outcomes. Building on the recent research on workforce generations, this paper aims to investigate not only the overall effect of the millennial generation on organizational citizenship behavior (OCB) but also the nuanced effect of how workforce generations may interact with two factors in career development (i.e. job crafting and career anchor) in predicting OCB. Design/methodology/approach An online survey was conducted among full-time workers in the USA, 321 (64 per cent) of whom were millennials. Hierarchical regression was used to test the hypotheses. Findings Results indicated that millennials appeared to be less interested in OCB compared to earlier generations in the workforce. Nevertheless, some dimensions of OCB increased when millennials conducted resource-related job crafting or when they held a career anchor on service. In addition, both of these career development factors were positively correlated with OCB. Research limitations/implications This study offers important implications to researchers as well as practitioners and highlights the significance of career development factors in motivating millennials toward desired job outcomes. Originality/value This research is among the initial attempts to assess the impact of job design and career factors on OCB among millennial workers. The findings highlight millennials’ unique perspectives toward OCB and how job crafting and career anchor may play influencing roles on OCB. With millennials becoming the largest generation in the workforce, such knowledge is critical.

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Employee Volunteering Meaningfulness and Organizational Citizenship Behavior: Exploring the Effects of Organizational Support, Pride, and Trust

Sustainability ◽

10.3390/su10124835 ◽

2018 ◽

Vol 10 (12) ◽

pp. 4835 ◽

Cited By ~ 2

Author(s):

Seunghee Im ◽

Yang Chung

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Organizational Support ◽

Perceived Organizational Support ◽

Citizenship Behavior ◽

Full Time ◽

Moderating Effects ◽

Mediated Moderation ◽

Employee Volunteering ◽

The Relationship

This study examined the mediating effects of organizational pride and trust on the relationship between employee volunteering meaningfulness and organizational citizenship behavior. The study also investigated the moderating effects of perceived organizational support for the relationships between volunteering meaningfulness with organizational pride and trust. The study was administered in South Korea and sampled 267 full-time employees and found organizational pride and trust mediates the relationship between volunteering meaningfulness and organizational citizenship behavior, while perceived organizational support moderated the relationships between volunteering meaningfulness and organizational pride and trust. In addition, supplementary analysis found mediated moderation suggesting that supportive feelings had indirect effects on citizenship behavior.

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Effects of Collectivism on Chinese Organizational Citizenship Behavior: Guanxi As Moderator

Social Behavior and Personality An International Journal ◽

10.2224/sbp.6128 ◽

2017 ◽

Vol 45 (7) ◽

pp. 1127-1142 ◽

Cited By ~ 3

Author(s):

Jaehoon Rhee ◽

Xiaofei Zhao ◽

In Jun ◽

Choonghyun Kim

Keyword(s):

Human Resource ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Management Practices ◽

Citizenship Behavior ◽

Future Research ◽

Full Time ◽

Moderating Effects ◽

Study Results ◽

The Relationship

We conducted a survey to verify the relationship between vertical and horizontal collectivism and Chinese organizational citizenship behavior (Chinese OCB) with a focus on the moderating effects of guanxi. Data were collected through emails and an online survey from 432 full-time Chinese employees. The findings of the study indicated that collective orientation was positively related to Chinese OCB, and that guanxi moderated only the relationship between vertical collectivism and Chinese OCB. Our findings help strengthen the understanding of the dimensions of Chinese OCB. Theoretical contributions are discussed; in particular, possible reasons for the nonsignificant moderating effects of guanxi on horizontal collectivism and Chinese OCB are given. Study results provide not only practical implications for existing employers or human resource managers, but also for start-up entrepreneurs in their human resource management practices and innovative policies. Limitations of the study are pointed out and topics for future research are suggested.

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Self-control and organizational citizenship behavior: The role of vocational delay of gratification and job satisfaction

Work ◽

10.3233/wor-203413 ◽

2021 ◽

Vol 68 (3) ◽

pp. 797-806

Author(s):

Yao-Zhong Liu ◽

Yu-Jie Wang

Keyword(s):

Job Satisfaction ◽

Organizational Behavior ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Delay Of Gratification ◽

Mediating Effect ◽

Self Control ◽

Self Report ◽

Citizenship Behavior ◽

Full Time

BACKGROUND: Self-control is an important factor in predicting employees’ organizational citizenship behavior, but previous studies have not examined the internal mechanism by which self-control affects organizational citizenship behavior. OBJECTIVE: The current study aimed to explore the relationship between self-control and employees’ organizational citizenship behavior and to test the mediating effects of vocational delay of gratification and job satisfaction. METHODS: Participants were 474 full-time employees (187 male, 287 female) from different companies in South China. They answered online self-report questionnaires that assessed self-control, vocational delay of gratification, job satisfaction, and organizational citizenship behavior. Path analyses were conducted and a bootstrap technique was used to judge the significance of the mediation. RESULTS: The results showed that high self-control employees were more willing to engage in citizenship behavior that benefitted their organizations and colleagues, and the chain mediating effect of vocational delay of gratification and job satisfaction between self-control and organizational citizenship behavior was significant. CONCLUSIONS: These findings provide insights to management regarding the mechanism to promote and maintain employees’ pro-organizational behavior.

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Der AVEM im Lehrerberuf: Eine Validierungsstudie

Zeitschrift für Differentielle und Diagnostische Psychologie ◽

10.1024//0170-1789.22.4.267 ◽

2001 ◽

Vol 22 (4) ◽

pp. 267-278 ◽

Cited By ~ 9

Author(s):

Rolf van Dick ◽

Ulrich Wagner

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Citizenship Behavior ◽

Körperliche Beschwerden ◽

Berufliche Belastungen ◽

Job Diagnostic Survey

Zusammenfassung: Einer größeren Lehrerstichprobe (N = 434), die hinsichtlich verschiedener demographischer Merkmale heterogen ist, wird der AVEM (Arbeitsbezogenes Verhaltens- und Erlebensmuster; Schaarschmidt & Fischer, 1996 , 1997 ) vorgelegt. Als Kriteriumsvariablen werden körperliche Beschwerden, Fehltage, berufliche Belastungen, Pensionierungsabsichten sowie Organizational Citizenship Behavior ( Organ, 1988 ) erfragt. Teilstichproben beantworten zusätzlich Skalen zu Copingverhalten, Sozialer Unterstützung, Kompetenzerwartung sowie eine an den Lehrerberuf adaptierte Version des Job Diagnostic Survey ( Hackman & Oldham, 1980 ). Faktoren- und Reliabilitätsanalysen replizieren die Ergebnisse von Schaarschmidt und Fischer. Eine Clusteranalyse ergibt vier Muster, von denen drei Muster der von Schaarschmidt und Fischer postulierten Einteilung entsprechen; ein viertes Muster weicht von dieser Klassifikation ab. Eine zweite Studie mit N = 283 Lehrerinnen und Lehrern kann die Lösung der ersten Clusteranalyse replizieren. Die Zusammenhänge belegen insgesamt eine gute konvergente, diskriminante und Kriteriumsvalidität und weisen den AVEM als brauchbares Messinstrument zur Analyse von Belastung und Beanspruchung im Lehrerberuf aus.

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Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

European Journal of Psychological Assessment ◽

10.1027/1015-5759/a000558 ◽

2020 ◽

Vol 36 (5) ◽

pp. 852-863 ◽

Cited By ~ 1

Author(s):

George Gunnesch-Luca ◽

Klaus Moser

Keyword(s):

Factor Analysis ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Helping Behavior ◽

Citizenship Behavior ◽

German Language ◽

Individual Level ◽

Unit Level ◽

Confirmatory Factor ◽

Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

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Organizational Attachment

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000252 ◽

2020 ◽

Vol 19 (3) ◽

pp. 113-124

Author(s):

Justin R. Feeney ◽

Ian R. Gellatly ◽

Richard D. Goffin ◽

Michelle Inness

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Work Behavior ◽

Citizenship Behavior ◽

Workplace Relationships ◽

Factor Solution ◽

Anxious Attachment ◽

Organizational Attachment ◽

Study Materials ◽

Avoidant Attachment

Abstract. There is a trend to view workplace relationships through the lens of attachment theory. We developed and validated a 7-item Organizational Attachment Scale (OAS). In Study 1, we recruited 957 participants, who filled out study materials at three separate times. The OAS preserved the two-factor solution in traditional attachment measures – anxious attachment and avoidant attachment – and was invariant across time. In Study 2, we recruited 400 participants who completed the OAS in addition to several other surveys. The OAS was conceptually unique from Richards and Schat’s (2011) Co-Worker Attachment Scale (CWAS). The OAS incrementally predicted organizational commitment, job satisfaction, and organizational identity beyond the CWAS. Additionally, the OAS incrementally predicted organizational citizenship behavior and counterproductive work behavior beyond the CWAS.

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