The little engine that could: the impact of psychological empowerment on organizational citizenship behavior

2020 ◽  
Vol 23 (4) ◽  
pp. 281-296
Author(s):  
David L. Turnipseed ◽  
Elizabeth A. VandeWaa
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Four Dimensions ◽  
Single Industry ◽  
The Impact ◽  
Practical Implications

PurposeThe study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.Design/methodology/approachA theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.FindingsThere are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.Research limitations/implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Practical implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Originality/valueThis paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.

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 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.

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.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior

2017 ◽  
Vol 38 (3) ◽  
pp. 463-481 ◽  
Author(s):  
Baek-Kyoo Joo ◽  
Sung Jun Jo
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Personality Factor ◽  
Content Type ◽  
Core Self ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships. Design/methodology/approach A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling. Findings The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB. Originality/value Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

scholarly journals A study of the influence of workplace ostracism on employees' performance: moderating effect of perceived organizational support

2020 ◽  
Vol 29 (3) ◽  
pp. 333-345 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Role Performance ◽  
Content Type ◽  
Workplace Ostracism ◽  
The Relationship

PurposeBased on the conservation of resource theory, this study developed and tested the relationship between workplace ostracism and job performance. And it assumes that the direct link between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior is moderated by perceived organizational support.Design/methodology/approachFor this, this study used a survey method and multiple regression analyses with multisource data from 256 Korean employees and their supervisors.FindingsThe results suggest the following. First, workplace ostracism was negatively associated with supervisor-rated in-role performance and organizational citizenship behaviors. Second, there was a stronger negative relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behaviors for employees with low as opposed to those with high levels of perceived organizational support.Originality/valueThis study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior.

Workplace bullying and organizational citizenship behavior: the parallel mediating effects of job satisfaction and resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aparna Mendiratta ◽  
Shalini Srivastava
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Workplace Bullying ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Hospitality Sector ◽  
The Impact

PurposeUpholding congruency with conservation of resources (COR) theory, the study intends to analyze the impact of workplace bullying on organizational citizenship behavior (OCB) via job satisfaction and resilience as parallel mediators in the Indian hospitality sector.Design/methodology/approachThe study used a data of 240 respondents working in the hospitality sector in India. Direct and indirect effects were assessed through statistical techniques such as structural equation modeling and mediation analysis (Preacher and Hayes, 2004) for hypotheses testing using SPSS and AMOS tools.FindingsThe findings of the study suggest the negative correlation between workplace bullying and OCB. This study demonstrates the role of job satisfaction and resilience as parallel mediators in combating the cascading ill effect of workplace bullying on OCB.Research limitations/implicationsThe results help India's hospitality sector to understand the intensity and impact of workplace bullying on job satisfaction and OCB.Originality/valueThis is the original and first study examining the role of workplace bullying on OCB via job satisfaction and resilience as parallel mediators in the non-Western context.

scholarly journals Can change leadership impact on staff organizational citizenship behavior? A scenario from Malaysia

2019 ◽  
Vol 13 (2) ◽  
pp. 65-81 ◽  
Author(s):  
Simin Ghavifekr ◽  
Adebayo Saheed Adewale
Keyword(s):  
Higher Education ◽  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Higher Education Institutions ◽  
Change Leadership ◽  
Citizenship Behavior ◽  
Academic Leaders ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of change leadership on staff organizational citizenship behavior in a university setting. Moreover, the study aims to explore forces that influencing on staff organizational citizenship behavior in higher education institutions. Design/methodology/approach The study adopts a qualitative research design. An interview protocol along with field notes were used as major approaches for collecting in-depth data. Coding and categorizing approach were used to analyze interview transcriptions to help for emerging the study’s themes. Findings The findings reveal that change leadership builds confidence of staff, motivate them and helps to ensure trust. Moreover, results show that staff organizational citizenship behavior is influenced by personal, organizational, social-cultural and economic forces. To increase the organizational citizenship behavior of staff in higher education institutions, there is a need for leaders to use appropriate change-oriented style in leading their organizations. Findings also revealed that change leaders must serve as role-model to their subordinates as a way on enhancing staff organizational citizenship behavior. Research limitations/implications Academic leaders are the pivot of change in higher education institutions. Accordingly, the effectiveness of higher education institution, staff and students are depending on the effectiveness of the leadership. In this regard, academic leaders’ willingness to change is the most effective factor that not only sets the credibility of the organization, but, more importantly, influence on staff organizational behavior. Practical implications It is hoped that the outcome of this research will contribute to the current knowledge of change leadership and organizational behavior in universities. Originality/value This is an original research and makes a great contribution to higher education in Asian countries.

Customers as Good Soldiers: Examining Citizenship Behaviors in Internet Service Deliveries

2005 ◽  
Vol 31 (1) ◽  
pp. 7-27 ◽  
Author(s):  
Markus Groth
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Customer Behavior ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Internet Service ◽  
Conceptual Distinction ◽  
Practical Implications ◽  
Role Behaviors

Organizational citizenship behavior (OCB) research is extended to the customer domain by examining the role of customer behavior in Internet service deliveries. Based on the OCB framework, it was hypothesized that a conceptual distinction between in-role behaviors (i.e., task performance) and extra-role behaviors (i.e., citizenship behavior) can be extended to customers who participate in service delivery. Survey data show that customers differentiate coproduction behaviors from customer citizenship behaviors. Furthermore, these two behaviors had different sets of predictors. Theoretical and practical implications are discussed from the perspective of OCB theories.

Millennials and organizational citizenship behavior

2018 ◽  
Vol 41 (7) ◽  
pp. 774-788 ◽  
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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