Study of Pakistan consumer goods company shows positive effect of managers' ethical behaviour

2019 ◽  
Vol 27 (7) ◽  
pp. 15-17
Keyword(s):  
Leadership Style ◽  
Organizational Citizenship ◽  
Psychological Contract ◽  
Consumer Goods ◽  
Organizational Citizenship Behaviors ◽  
Ethical Behaviour ◽  
Citizenship Behaviors ◽  
Creative Performance ◽  
Close Attention ◽  
Content Type

Purpose The authors wanted to analyze their belief that an ethical leadership style in managers would improve both organizational citizenship behaviors (OCBs) and creative performance (CP) in their employees. Design/methodology/approach To test their hypotheses, the authors collected data from a large multinational company in Pakistan in the consumer goods sector. The HR department allowed the authors to approach the staff directly and ask them to participate. Employees were asked to fill in a questionnaire containing statements about demographics, ELS and PCF. All questionnaires were submitted in English. A total of 500 questionnaires were administered and 248 were completed. Findings The research demonstrated the effect on both organizational citizenship behaviors (OCBs) and creative performance (CP). The authors showed how psychological contract fulfilment (PCF) was the mediating mechanism that explained the link. Originality/value Managers should pay close attention to the practical implications. It was clear employees paid close attention to their leaders’ attitudes so managers needed to set the right tone. If they showed good behaviour, it encouraged followers to do the same. The research also showed that ethical leaders were better at fulfilling the “psychological contract” of employees. When this was the case, an employee’s sense of commitment was enhanced as they expected their needs to be met in the future.

Organizational citizenship behaviors in the era of changing employment patterns

2019 ◽  
Vol 24 (2) ◽  
pp. 127-145 ◽  
Author(s):  
Alessandro Lo Presti ◽  
Amelia Manuti ◽  
Jon P. Briscoe
Keyword(s):  
Organizational Citizenship ◽  
Psychological Contract ◽  
Organizational Citizenship Behaviors ◽  
Psychological Contracts ◽  
Self Report ◽  
Unique Contribution ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Career Attitudes ◽  
Boundaryless Career

Purpose The increasing flexibility and discontinuity of labor relations have been associated with the development of new forms of psychological contracts as well as the development of more self-directed and mobile career attitudes. The purpose of this paper is to examine the relationship between the forms of psychological contract and protean/boundaryless career attitudes on the one hand and organizational citizenship behaviors (OCB) on the other. Design/methodology/approach In total, 458 employees of three large Italian organizations were sampled through a self-report questionnaire. Zero-order correlations were carried out to examine the associations between study variables while dominance analysis, along with multiple linear regression, was used for evaluating their unique contribution with respect to OCB. Findings OCB were positively predicted by relational and balanced psychological contracts, protean career attitude and boundaryless mindset. Practical implications Organizations must pay particular attention to the content of the psychological contract and the career attitudes of their employees because they influence their willingness to carry out OCB. Originality/value The results add new evidence to the careers literature in terms of boundary conditions with regard to the effects of protean and boundaryless career attitudes as well as different forms of psychological contracts.

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Donald G. Gardner ◽  
Jon L. Pierce ◽  
He Peng
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Psychological Contract ◽  
Organizational Citizenship Behaviors ◽  
Psychological Ownership ◽  
Equation Modeling ◽  
Citizenship Behaviors ◽  
Employee Outcomes ◽  
Content Type ◽  
Psychological Contract Fulfillment

PurposeSocial comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).Design/methodology/approachSurvey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.FindingsConsistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.Research limitations/implicationsPsychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.Practical implicationsOrganizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.Originality/valueThis is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

How salespeople see organizational citizenship behaviors: an exploratory study using the laddering technique

2015 ◽  
Vol 30 (2) ◽  
pp. 218-232 ◽  
Author(s):  
Paolo Guenzi ◽  
Federico Panzeri
Keyword(s):  
Task Performance ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Sales Force ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Trade Offs ◽  
Perceived Consequences ◽  
And Task

Purpose – The purpose of this paper is to more thoroughly investigate the role of organizational citizenship behaviors (OCBs) in sales force settings and the reason why salespeople should practice OCBs. In fact, in spite of the huge body of literature on OCBs and their impact on performance, some important knowledge gaps still remain to be filled. Inconsistent and unexpected findings are particularly apparent in the relatively few studies investigating OCBs in sales forces. The authors argue that some specific characteristics of the selling job and related tasks make the analysis of the practice of these behaviors in the sales context particularly interesting. Design/methodology/approach – The authors explore which OCBs salespeople engage in, and analyze the perceived consequences of such behaviors using means-end theory and the laddering technique. They apply means-end theory and the laddering technique to interview a sample of salespersons from three companies operating in different business-to-business settings. Findings – The end result of the empirical analysis is the hierarchical value map showing a set of linkages among OCBs and their perceived consequences. In the perceptions of salespeople, OCBs play a strong utilitarian role in that they facilitate personal goal attainment. In salespeople’s minds, there are no relevant trade-offs between OCBs and task-performance as long as the former can be used to improve the latter. For salespeople, the path from OCBs to performance may vary, depending on whether the performance in question is organizational, individual or customer-focused. Finally, some OCBs apparently contribute to creating customer trust in the salesperson. Research limitations/implications – The findings add some interesting insights to the discussion regarding some controversies in OCBs literature, especially the interplay of contextual performance and task performance. Practical implications – Various types of OCBs can be encouraged through different managerial interventions. As an example, altruism can be fostered by appropriate recruiting criteria (e.g. using “attitude toward teamwork” as a key personnel selection factor), and by training initiatives and leadership style. Altruism can also be stimulated by an adequately designed organizational structure (e.g. team-based) as well as by adopting appropriate integration mechanisms that facilitate interpersonal and interfunctional cooperation. Sales managers can foster some OCBs by promoting knowledge sharing and reciprocal learning among members of the sales team, and by emphasizing the positive consequences of OCBs in all communication with salespeople. Originality/value – Findings from this study challenge some widespread assumptions about OCBs in general. In fact, most of the literature holds that OCBs are an example of prosocial behaviors. Actually, the findings suggest that in the specific case of salespeople, OCBs are ultimately self-directed, for the most part.

The Relationship between the Fulfillment of the IT Professional’s Psychological Contract and their Organizational Citizenship and Innovative Work Behaviors

2012 ◽  
pp. 1085-1105 ◽  
Author(s):  
Sandra K. Newton ◽  
Linda I. Nowak ◽  
J. Ellis Blanton
Keyword(s):  
Organizational Citizenship ◽  
Social Information Processing ◽  
Psychological Contract ◽  
Research Question ◽  
Organizational Citizenship Behaviors ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
It Professionals ◽  
Innovative Work ◽  
The Relationship

Little is known about the relationship between of the level of fulfillment of the IT professional’s psychological contract and their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this study proposes to answer the research question: What is the relationship between the level of fulfillment of the IT professionals’ psychological contract and their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using group-administered paper and on-line surveys. Results show positive relationships with the level of fulfillment of the IT professional’s psychological contract and their innovative work behavior, as well as four of their organizational citizenship behaviors, specifically loyalty, advocacy participation, obedience, and functional participation. Extending the body of knowledge, the dimensional approach of the psychological contract was used resulting in the scope, focus, and tangibility dimensions being the most significant predictors of the organizational behaviors.

Innovative Work and Citizenship Behaviors from Information Technology Professionals

2010 ◽  
pp. 1779-1800
Author(s):  
Sandra K. Newton ◽  
J. Ellis Blanton ◽  
Richard Will
Keyword(s):  
Organizational Citizenship ◽  
Social Information Processing ◽  
Psychological Contract ◽  
Research Question ◽  
Organizational Citizenship Behaviors ◽  
Information Technology Professionals ◽  
Citizenship Behaviors ◽  
It Professionals ◽  
Innovative Work Behavior ◽  
Innovative Work

Little is known about the effects of the level of fulfillment of the IT professional’s psychological contract on their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this article proposes to answer the research question: How does the level of fulfillment of the IT professionals’ psychological contract affect their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using groupadministered paper and online surveys. Results show positive relationships with the level of fulfillment of the IT professional’s psychological contract and their innovative work behavior, as well as four of their organizational citizenship behaviors, specifically loyalty, advocacy participation, obedience, and functional participation. Extending the body of knowledge, the dimensional approach of the psychological contract was used resulting in the scope, focus, and tangibility dimensions being the most significant predictors of the organizational behaviors.

The Relationship Between the Fulfillment of the IT Professional's Psychological Contract and their Organizational Citizenship and Innovative Work Behaviors

2010 ◽  
pp. 368-389
Author(s):  
Sandra K. Newton ◽  
Linda I. Nowak ◽  
J. Ellis Blanton
Keyword(s):  
Organizational Citizenship ◽  
Social Information Processing ◽  
Psychological Contract ◽  
Research Question ◽  
Organizational Citizenship Behaviors ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
It Professionals ◽  
Innovative Work ◽  
The Relationship

Little is known about the relationship between of the level of fulfillment of the IT professional’s psychological contract and their innovative work and organizational citizenship behaviors. Using psychological contract and social information processing theories, this study proposes to answer the research question: What is the relationship between the level of fulfillment of the IT professionals’ psychological contract and their organizational citizenship and innovative work behaviors? Survey data were collected from 209 IT professionals using group-administered paper and on-line surveys. Results show positive relationships with the level of fulfillment of the IT professional’s psychological contract and their innovative work behavior, as well as four of their organizational citizenship behaviors, specifically loyalty, advocacy participation, obedience, and functional participation. Extending the body of knowledge, the dimensional approach of the psychological contract was used resulting in the scope, focus, and tangibility dimensions being the most significant predictors of the organizational behaviors.a

The Business Education of Charismatic Leaders and Good Soldiers

2021 ◽  
pp. 1225-1247
Author(s):  
Sharon E. Norris
Keyword(s):  
Leadership Style ◽  
Organizational Citizenship ◽  
Business Education ◽  
Charismatic Leadership ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business Educators ◽  
Organizational Environments ◽  
Extra Effort ◽  
Do So

This article describes how charismatic leaders inspire followers with a vision of a better future, but attaining that better future is not easy and requires hard work, extra effort, and sacrifice. In challenging organizational environments where crisis is present, one leadership style that emerges has been described as charismatic. Charismatic leaders have a tendency to create good soldiers, a loyal band of followers who engage in organizational citizenship behaviors. These good soldiers encourage others to join the effort to create a better world and achieve goals. The difficulty sets in when charismatic leaders and their good soldiers continually ask for more of their employees, take the spotlight, diminish the contributions of others, and create an environment where the performance of extra-role behaviors becomes the expected norm. When followers are pressured to perform citizenry behaviors, they no longer do so voluntarily, which places stress on employees and eventually dampens enthusiasm and motivation. Business educators preparing the next generation of leaders need to raise awareness of the strengths and possible weaknesses associated with charismatic leadership and organizational citizenship behaviors.

Exemplary followership. Part 1: refining an instrument

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tim O. Peterson ◽  
Claudette M. Peterson ◽  
Brian W. Rook
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Content Type ◽  
The Usa ◽  
The Impact

Purpose The overall purpose of this paper is to determine to what extent organizational citizenship behaviors predict followership behaviors within medical organizations in the USA. This is the first part of a two-part article. Part 1 will refine an existing followership instrument. Part 2 will explore the relationship between followership and organizational citizenship. Design/methodology/approach Part 1 of this survey-based empirical study used confirmatory factor analysis on an existing instrument followed by exploratory factor analysis on the revised instrument. Part 2 used regression analysis to explore to what extent organizational citizenship behaviors predict followership behaviors. Findings The findings of this two-part paper show that organizational citizenship has a significant impact on followership behaviors. Part 1 found that making changes to the followership instrument provides an improved instrument. Research limitations/implications Participants in this study work exclusively in the health-care industry; future research should expand to other large organizations that have many followers with few managerial leaders. Practical implications As organizational citizenship can be developed, if there is a relationship between organizational citizenship and followership, organizations can provide professional development opportunities for individual followers. Managers and other leaders can learn how to develop organizational citizenship behaviors and thus followership in several ways: onboarding, coaching, mentoring and career development. Originality/value In Part 1, the paper contributes an improved measurement for followership. Part 2 demonstrates the impact that organizational citizenship behavior can play in developing high performing followers.

scholarly journals Perception of assistant teaching staff of their leaders’ transformational leadership behaviors and its relation to their organizational citizenship behaviors in Suez Canal University

2018 ◽  
Vol 8 (7) ◽  
pp. 51
Author(s):  
Amora Nasser Hamed Mostafa ◽  
Wafaa Abd El-Azeem El-hosany ◽  
Nehad Ezz EL-Din Fekry
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Significant Positive Correlation ◽  
Leadership Behaviors ◽  
Organizational Citizenship Behaviors ◽  
Suez Canal ◽  
Teaching Staff ◽  
Citizenship Behaviors ◽  
Positive Correlation

Background and objective: Heads of academic departments are the first line leaders who directly influence the quality of their departments, transformational leadership has been demonstrated as an effective leadership style in leading organizations and motivating the subordinates to do more than what is being expected. This study aimed to assess the perception of assistant teaching staff of their leaders’ transformational leadership behaviors and its relation to their organizational citizenship behaviors (OCBs) in Suez Canal University.Methods: The studied sample was 456 of assistant teaching staff working at 13 faculties in Suez Canal University. Data collected using self-administrated questionnaire consists of two tools: transformational leadership scale, and organizational citizenship behaviors (OCBs) scale, both likert types rating scale.Results: More than two thirds (65.2%) of the participated assistant teaching staff perceived their leaders as having unsatisfactory transformational leadership behaviors, two thirds (66.4%) of them were satisfied with their organizational citizenship behaviors, and there was significant positive correlation between transformational leadership behaviors and OCBs.Conclusions: There was significant positive correlation between transformational leadership behaviors and OCBs.

The mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behavior

2015 ◽  
Vol 26 (4) ◽  
pp. 366-385 ◽  
Author(s):  
Yang Woon Chung
Keyword(s):  
Interpersonal Relationships ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Social Contexts ◽  
Organizational Conflict ◽  
Citizenship Behaviors ◽  
Mediating Effects ◽  
Content Type ◽  
Role Behavior ◽  
Workplace Ostracism

Purpose – This study aims to examine the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The workplace is a social context where many individuals spend a great amount of their time. Frequently being excluded or ignored is a common experience within all social contexts, and the study emphasizes how those feelings can affect organizational members. The current study extends research, as prior empirical studies have focused mainly on the direct consequences of workplace ostracism. Design/methodology/approach – The study was longitudinally designed, as data were collected using a two-wave self-reported survey. Confirmatory factor analysis and structural equation modeling were conducted to test the study’s hypotheses. Findings – The study found workplace ostracism to be positively related to coworker conflict, supervisor conflict and task conflict. Coworker conflict was found to fully mediate the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. Research limitations/implications – As the study was conducted in Korea, the results cannot be generalizable and should be tested in Western cultures. Although the study was longitudinally designed, the first-wave survey measured the independent variable, while the second-wave survey measured the mediating and dependent variables. Also, self-reported surveys are always of concern; thus, multiple sources should be considered to strengthen the research model’s relationships. Practical implications – Organizations and managers need to continuously address the quality of interpersonal relationships among all organizational members. As studies reveal that being “out of the loop” is quite a common phenomenon, individual and organizational performance can be greatly affected, as work is becoming more interdependent and team work is frequently implemented within organizations. Social implications – Individuals interact in numerous social contexts and as the workplace is an important context where many individuals spend a lot of their time and interact with other organizational members, the quality of the relationships at work can have spillover effects that can affect interpersonal relationships outside of the workplace. Originality/value – The study explores and empirically tests the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The study extends research on the consequences of workplace ostracism and helps further understand how workplace ostracism can affect workplace attitudes and behaviors.

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