Supervisory support climate and service-oriented organizational citizenship behavior in hospitality

2016 ◽  
Vol 28 (10) ◽  
pp. 2331-2349 ◽  
Author(s):  
Ya-Yun Tang ◽  
Sheng-Hshiung Tsaur
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Supervisory Support ◽  
Content Type ◽  
Positive Group ◽  
Affective Tone ◽  
Service Oriented ◽  
Group Affective Tone

Purpose This paper aims to examine the effect of a supervisory support climate on frontline employees’ service-oriented organizational citizenship behavior (OCB) using a multilevel conceptual model. A positive group affective tone – a meaningful construct – is introduced to investigate the mediating and moderating roles in this relationship in the context of hospitality. Design/methodology/approach Data were collected from 41 international tourist hotels in Taiwan. A total of 476 valid questionnaires from frontline employees were received for data analysis. The results were analyzed by using hierarchical linear modeling (HLM). Findings These results not only indicate that a supervisory support climate has a positive effect on service-oriented OCB but also reveal that a positive group affective tone partially mediates and notably interacts with the relationship between the supervisory support climate and service-oriented OCB. Practical implications Based on the results, this study recommends that hotels train their managers to build a supervisory support climate, because this is the key source of service-oriented OCB in frontline employees. In addition, hotel managers need to exert a positive group affective tone to reinforce the effect of a supervisory support climate on service-oriented OCB. Originality/value This study contributes to the current hospitality literature by verifying the effect of a supervisory support climate on service-oriented OCB from a multilevel perspective. It also extends the understanding of the mechanism and interaction effect of the positive group affective tone in this multilevel relationship.

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

2021 ◽  
Vol 33 (2) ◽  
pp. 670-692
Author(s):  
Jessica Vieira de Souza Meira ◽  
Murat Hancer
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Service Oriented

Purpose This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships. Design/methodology/approach Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis. Findings Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior. Originality/value Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

Fostering service-oriented organizational citizenship behavior through reducing role stressors

2019 ◽  
Vol 31 (9) ◽  
pp. 3567-3582 ◽  
Author(s):  
Juhyun Kang ◽  
Jichul Jang
Keyword(s):  
Social Capital ◽  
Role Conflict ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Role Ambiguity ◽  
Citizenship Behavior ◽  
Content Type ◽  
Role Stressors ◽  
Service Oriented ◽  
Detrimental Impact

Purpose This paper aims to examine the influence of role stressors on service-oriented organizational citizenship behavior (OCB) mediated by depersonalization, with a moderator of social capital. Design/methodology/approach A self-administered online survey was completed by 265 current hotel frontline employees in the USA. Findings The study reveals that role ambiguity has a detrimental impact on service-oriented OCB. The results show that depersonalization is found to be a critical mediator that modifies the implications of both role ambiguity and role conflict for service-oriented OCB. Furthermore, the negative effect of role conflict on depersonalization is buffered by social capital. Practical implications Hotel firms that would like to encourage employees to exert proactive behaviors in their jobs might benefit from developing an effective way to reduce role stressors in their jobs. However, given that such role stressors are inevitable in the workplace, hotel firms should place more emphasis on enhancing social capital as an effective way to manage role stressors in the workplace. Originality/value This study advances previous studies on role stressors and service-oriented OCB by addressing how and why role stressors influence employees’ service-oriented OCB. This study incorporates advanced job demand-resource theory by identifying social capital as a critical job resource to buffer the detrimental impact of role conflict on depersonalization in the hotel context.

Supervisory support and organizational citizenship behavior

2015 ◽  
Vol 3 (3) ◽  
pp. 258-278 ◽  
Author(s):  
Mohit Yadav ◽  
Santosh Rangnekar
Keyword(s):  
Decision Making ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Data Gathering ◽  
Citizenship Behavior ◽  
Supervisory Support ◽  
Development Programs ◽  
Content Type ◽  
Business Executives ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the role of participation in decision making (PDM) and job satisfaction (JS) in supervisory support and the organizational citizenship behavior (OCB) relationship. Design/methodology/approach – Two models with PDM and JS as mediators were tested on the supervisory support-OCB relationship. A sample of 198 Indian business executives was collected exclusively through management development programs (MDPs). To test the hypotheses in this research, correlation and regression analysis were both used. Furthermore, to test the mediation level, Baron and Kenny’s (1986) method was deployed. Findings – All variables in the study were found to be significantly related to each other. Both models were supported by the findings, suggesting that supervisory support promotes both PDM and JS. This, in turn, increases OCB in employees. PDM was found to be the better mediator within the relationship. Implications of these results are also discussed. Research limitations/implications – Self-reported responses could give biased results; peers should also have been included in the data gathering. Variables in the study cannot be analyzed in isolation. Hence control variables need to be included to arrive at more accurate and informative results. Practical implications – The findings contribute to better understanding of the supervisory support/OCB relationship, and the ways of improving this through PDM and JS. As an outcome of this research, organizations should aim to support, empower and involve their employees. Satisfying their needs will lead to them becoming more effective citizens within the organization. Businesses can harness the potential of OCB in employees by giving them a “voice” in decision making and by encouraging them to share ideas. Originality/value – The use of PDM and JS in this relationship is unprecedented. The establishment of PDM as a better mediator of the relationship is also unique. The study draws its strength from a multi-organizational sample and the use of MDPs to provide unbiased responses. Since the study is based on an Indian sample, it also adds to the growing literature of OCB from non-western economies.

Corporate social responsibility and employee organizational citizenship behavior

2017 ◽  
Vol 55 (2) ◽  
pp. 294-309 ◽  
Author(s):  
Yongqiang Gao ◽  
Wei He
Keyword(s):  
Corporate Social Responsibility ◽  
Distributive Justice ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Corporate Social ◽  
Positive Effect

Purpose An increasing number of studies have demonstrated a positive effect of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB), but little attention has been paid to the mechanisms and boundary conditions underlying this effect. The purpose of this paper is to propose a trickle-down model and examine the mediating role of supervisor ethical leadership and the moderating role of perceived organizational distributive justice in the CSR-OCB relationship. Design/methodology/approach To test the arguments, the authors collected field data in four companies located in a central city of China. Through a multi-wave data collection design, a total of 187 employees reported their perceptions toward firms’ CSR and organizational justice at Time 1, and reported their direct supervisors’ ethical leadership behaviors, and their own OCBs at Time 2 (four weeks later). Findings Empirical findings demonstrated that CSR had a positive effect on employee OCB, as mediated by supervisors’ ethical leadership. In addition, this mediation effect was found to be moderated by perceived organizational distributive justice such that the mediation relationship was stronger when perceived organizational distributive justice was lower than when it was higher. Originality/value The present study makes three major contributions. First, it contributes to the CSR literature by revealing the underlying mechanism of ethical leadership through which CSR will lead to increased employee OCB in the workplace. Second, the moderation findings of the study add a new piece of empirical evidence suggesting the boundary condition of organizational distributive justice affecting the positive effect of CSR on employee OCB. Finally, the trickle-down theoretical model demonstrates the pivotal role of leadership in transforming CSR into positive employee outcomes, providing valuable insights into future research that examines why CSR motivates in-organization employees at work.

scholarly journals How authentic leadership promotes individual performance

2018 ◽  
Vol 67 (9) ◽  
pp. 1585-1607 ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Civic Virtue ◽  
Individual Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

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