Corporate Social Responsibility, Public Service Motivation and Organizational Citizenship Behavior in the Public Sector

2018 ◽  
Vol 42 (11) ◽  
pp. 929-939 ◽  
Author(s):  
Moustafa Abdelmotaleb ◽  
Sudhir K. Saha
Keyword(s):  
Corporate Social Responsibility ◽  
Public Sector ◽  
Social Responsibility ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
The Public ◽  
Corporate Social

scholarly journals Organizational Citizenship Behavior in the Public and Private Sectors: A Multilevel Test of Public Service Motivation and Traditional Antecedents

2018 ◽  
Vol 40 (2) ◽  
pp. 222-244 ◽  
Author(s):  
Alex Ingrams
Keyword(s):  
Public Sector ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Public ◽  
Private And Public

Scholarly knowledge of organizational citizenship behavior (OCB) has developed significantly in the private and public sectors. However, comparisons between sectors have not been advanced. This article aims to address the gap with hierarchical linear modeling of OCB antecedents across sectors, accounting for individual- and sector-level differences. The results show a significant association between public service motivation (PSM) and OCB, as well as several other central correlates of OCB in the public sector: goal clarity, job satisfaction, and leader–member exchange (LMX). In addition, although there are marginally higher levels of OCB in the public sector, the interaction effect of sector and PSM is not significant. This finding suggests the effect of PSM on OCB is important across sectors rather than solely being a function of public sector employment.

Public service motivation and job satisfaction, organizational citizenship behavior

2012 ◽  
Vol 6 (2) ◽  
pp. 330-340 ◽  
Author(s):  
Xiaogang Cun
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Public

PurposeThe purpose of this paper is to examine the cause‐effect chain between public services motivation (PSM) and consequences variables, which include organizational citizenship behaviour (OCB) and job satisfaction (JS) of employees in the public sector of Guangzhou. Another purpose of the paper is to discuss the structure of behavior under the Chinese public sector's traditional culture, from the perspective of integration of three different mechanisms of behavior (ration, norm and affective).Design/methodology/approachThe paper modified the PSM questionnaire, based on Perry's PSM scale, according to Chinese cultural customs. The data of public service motivation, job satisfaction and organizational citizenship behavior were collected by randomly sampling from the employees in the public sector of Guangzhou. Results were obtained through structural equation modelling for the examination of multiple relationships between PSM and its dimensions, and the consequences; and ANOVA for testing the difference between groups.FindingsIt was found that there are significant differences between groups in the PSM level and correlations exist between PSM, and JS, OCB.Originality/valueThis paper contributes to the literature regarding PSM by examining the relationship between the dimensions of PSM and the consequence variables of OCB and JS against a Chinese cultural background. The paper presents the findings as a model to show the dynamics in these relationships. The integration of three different mechanisms of behavior is novel in the field of human resource management (HRM). The paper not only contributes to the further development of the field, but also implies healthier and more sustainable practices in public HRM.

scholarly journals Corporate Social Responsibility, Green Human Resources Management, and Sustainable Performance: Is Organizational Citizenship Behavior towards Environment the Missing Link?

2021 ◽  
Vol 13 (3) ◽  
pp. 1044
Author(s):  
Saqib Yaqoob Malik ◽  
Yasir Hayat Mughal ◽  
Tamoor Azam ◽  
Yukun Cao ◽  
Zhifang WAN ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resources ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Human Resources Management ◽  
Citizenship Behavior ◽  
Resources Management ◽  
Sustainable Performance ◽  
Corporate Social

The manufacturing sector is one of the major sources contributing towards economies as well as environmental pollution. Contributing to the theory of ability motivation opportunity theory, the aim of the current study was to investigate the mediating role of organizational citizenship behavior towards the environment on the relationship between green human resources management (green recruitment and selection, green training, green rewards, and green performance evaluation), corporate social responsibility, and sustainable performance (economic, social, and environmental performance). The quantitative survey research design was used in the current study and structured questionnaires were distributed for the collection of data. The cross-sectional data were collected from 150 firms. Sample of the study was consisted of HRM managers, directors. Total 200 questionnaires were distributed but 150 completed responses were received and analyzed. A structured questionnaire was used. For data analysis, smart partial least square structural equation modeling (PLS-SEM) was used. The measurement model and the structural model were developed and tested in the study. The measurement model aim was to investigate and establish reliabilities and validities of the instrument while to test hypotheses structural model was formulated/developed. Results revealed that the instrument was found reliable and valid; the instrument has met all standard criteria for average variance extracted, composite/construct reliability factor loadings, and alpha values. While structural models illustrated that all hypotheses are accepted. It is concluded from the results that organizational citizenship behavior towards the environment significantly mediated the relationship between corporate social responsibility and green human resource management practices. This implies that organizational citizenship behavior towards environment significantly effects sustainable performance. The originality of the current study lies in highlighting corporate social responsibility, green human resources management practices to enhance sustainable performance through organizational citizenship behavior towards environment.

Impact of Employees' Perceived Corporate Social Responsibility on Organizational Citizenship Behavior

2020 ◽  
Vol 11 (3) ◽  
pp. 25-38
Author(s):  
Tahniyath Fatima
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Identity Theory ◽  
Attribution Theory ◽  
Citizenship Behavior ◽  
Corporate Social ◽  
The Impact

Perceived reality plays a more prominent role in shaping one's attitudes and behaviors than the actual reality itself. Research on perceived corporate social responsibility (PCSR) has gained interest and this research study examines the specific relationship of PCSR with a discretionary behavioral construct, organizational citizenship behavior (OCB). Building upon social theories such as the social identity theory, social exchange theory, social learning theory, and social attribution theory, a conceptual framework is proposed that identifies the impact of internal and external moderators on the PCSR-OCB relationship. Through proposing the impact of external moderators, the researcher aims to bring in objectivity when assessing PCSR, a subjective construct. Further contributions to research and practitioners are highlighted and future avenues for research are discussed.

scholarly journals The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

2020 ◽  
Vol 12 (10) ◽  
pp. 4248 ◽  
Author(s):  
Khaled Alshihabat ◽  
Tarik Atan
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Corporate Social ◽  
The Relationship

The main objective of this study was to investigate the mediating effect of organizational citizenship behavior (OCB) in the relationship between transformational leadership (TLS) and corporate social responsibility practices (CSR). Another objective was to present adequate properties regarding the reliability of the scores, and evidence of the validity of the internal structure of the measurement instrument. Structure equation modeling (SEM) was used to analyze the data, which was randomly collected from 392 participants from the universities of Jordan. The overall assessment of the model was accepted and TLS was found to indirectly and significantly impact CSR practices through OCB, where the direct effect was significant, though lower than the indirect impact. This means that TLS is a good predictor of CSR practices, especially with the mediation of OCB. One of the implications of this finding is that leaders should promote OCB among their employees, as this will be reflected in their CSR practices, which is one of the requirements of sustainability. The originality of this research lies in it being the first to explore the indirect effect of TLS on CSR practices through OCB.

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