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.

Impact of organizational citizenship behavior on job performance in Indian healthcare industries

2017 ◽  
Vol 66 (6) ◽  
pp. 780-796 ◽  
Author(s):  
Eeman Basu ◽  
Rabindra Kumar Pradhan ◽  
Hare Ram Tewari
Keyword(s):  
Social Capital ◽  
Job Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Superior Performance ◽  
Citizenship Behavior ◽  
Healthcare Organizations ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between organizational citizenship behavior (OCB) and job performance. It also examines the mediating role of social capital in influencing the relationship between OCB and job performance. Design/methodology/approach The study explores the dynamic relationship among the variables of OCB and job performance and social capital. Data were collected from 501 respondents working in 15 healthcare organizations in Kolkata, India, through questionnaire survey. Likert-type rating scales of OCB, job performance and social capital with sound reliability and validity were used to carry out the survey. The data were analyzed using structural equation modeling. Findings The results of the present study show that OCB significantly predicts job performance in healthcare organizations. Social capital found to be a significant mediator between OCB and job performance. Research limitations/implications The findings of the study have a number of implications for organizations in acknowledging and leveraging social capital and encouraging OCB to facilitate superior performance of employees. The generalization of the findings of the study should be restricted to the healthcare organizations in Kolkata due to its own style of functioning, workforce and work environment. The role of demographic variables in influencing the outcome measures has not been considered for the present study. Further research on these aspects may reveal more interesting results with regard to the dynamics among organizational citizenship behavior, social capital and job performance. Practical implications Employee-friendly management practices should be adopted in organizations to facilitate the formation of network building and development of social capital which serves as an asset to organizations and creates competitive advantage. Originality/value The research findings enrich our understanding of voluntary social participation and citizenship behavior of employees for influencing performance at work. The study also provides useful and unique insight on the benefits of networking in healthcare organizations particularly helping employees to cope with emergency situations. The findings as well as methodology used in this study are original and unique.

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.

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.

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.

scholarly journals Social Capital and Organizational Citizenship Behavior: Double-Mediation of Emotional Regulation and Job Engagement

2018 ◽  
Vol 10 (10) ◽  
pp. 3600 ◽  
Author(s):  
Sung-Hoon Ko ◽  
Yongjun Choi ◽  
Seung-Yoon Rhee ◽  
Tae Moon
Keyword(s):  
Social Capital ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Emotional Labor ◽  
Emotional Regulation ◽  
Mediation Effect ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Surface Acting ◽  
Deep Acting

Despite an enduring interest in emotional labor, the effects of social capital on the emotional regulation process remain relatively underexplored. Using the job demands-resources model, we propose that social capital provides employees with the job resources required for deep acting. We also propose a double-mediation effect of deep or surface acting and job engagement, through which employee social capital can increase organizational citizenship behavior (OCB). Empirical results using data from 330 employees selling financial or insurance products in South Korea support our hypotheses that deep acting by sales employees and job engagement sequentially mediate the positive relationship between social capital and OCB.

scholarly journals Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy

2019 ◽  
Vol 57 (4) ◽  
pp. 937-952 ◽  
Author(s):  
Sanjay Kumar Singh ◽  
Ajai Pratap Singh
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Circular Economy ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Human Aspects

PurposeThe purpose of this paper is twofold: first, to examine relevant organizational “human” aspects that support circular economy (CE); and second, to investigate the influence of perception of organizational justice (OJ), psychological empowerment on job satisfaction (JS) through mediating role of organizational citizenship behavior (OCB).Design/methodology/approachThe study used survey questionnaire. The data were statistically analyzed using structural equation modeling (SEM) to test hypotheses of the study.FindingsOJ positively and significantly influences psychological empowerment. Also, it was found that OCB and psychological empowerment to positively and significantly influence JS. Furthermore, OCB positively and significantly mediates the influence of OJ and psychological empowerment on JS.Practical implicationsEmployees should be provided with fair and empowering environment to derive positive outcomes in terms of organizational citizenship behavior and JS. The study also suggests recognizing the importance of OCB in an organization to enhance JS and support CE.Originality/valueThe study presents empirical evidence in Indian context on how to encourage employees to display voluntary job behaviors and keep them job satisfied.

scholarly journals Examining correlates of organizational citizenship behavior and counterproductive work behavior in a collectivist culture: the case of Arab teachers in Israel

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aaron Cohen ◽  
Mohammad Abedallah
Keyword(s):  
Emotional Intelligence ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Self Evaluation ◽  
Core Self

Purpose This study aims to examine the relationships between personal (emotional intelligence, Dark Triad (DT), core self-evaluation and burnout) and situational variables (organizational justice) and organizational citizenship behavior (OCB) (supervisor report) and counterproductive work behavior (CWB) (self-report). Design/methodology/approach In total, 680 questionnaires were distributed to teachers in 20 Arab elementary schools in Northern Israel. Usable questionnaires were returned by 509 teachers (75%). The questionnaires covered emotional intelligence, DT, core self-evaluation, organizational justice, burnout, CWB and demographic characteristics. Their principals filled out questionnaires on the teachers’ in-role performance and OCB. Findings Results showed that CWB was mostly related to higher levels of psychopathy, lower levels of emotional intelligence (ability to use emotions) and higher levels of burnout (emotional exhaustion). OCB was related to higher levels of procedural justice, lower levels of burnout and higher levels of emotional intelligence. Practical implications Organizations should consider ways to reduce burnout, which may reduce CWB and increase perceptions of justice, thereby promoting OCB. Originality/value Two novel aspects are noteworthy. First, this study simultaneously examines both CWB and OCB to clarify the similarities and differences between them. Second, few studies have examined the correlates of CWB and OCB in Arab culture.

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