Self-control at work: its relationship with contextual performance

2015 ◽  
Vol 30 (4) ◽  
pp. 406-421 ◽  
Author(s):  
Benjamin J. de Boer ◽  
Edwin A. J. van Hooft ◽  
Arnold B. Bakker
Keyword(s):  
Organizational Citizenship Behavior ◽  
Contextual Performance ◽  
Self Control ◽  
Work Behavior ◽  
Self Report ◽  
Proactive Coping ◽  
Citizenship Behavior ◽  
Future Research ◽  
Content Type ◽  
Personal Initiative

Purpose – Individuals differ in their levels of self-control. Trait self-control has been found to relate positively to desirable and negatively to undesirable behaviors in contexts like physical health, academic performance, and criminality. The purpose of this study is to examine the relevance of trait self-control in work-settings. The authors distinguished between two types of self-control, stop-control (inhibitory control) and start-control (initiatory control), and tested their differential validity in predicting contextual performance. Design/methodology/approach – In two independent employee samples, stop-control, start-control, organizational citizenship behavior (OCB), personal initiative, and proactive coping were measured. Counterproductive work behavior (CWB) was added in Study 2. Findings – Results showed that only start-control was positively related to OCB, personal initiative, and proactive coping. Both stop-control and start-control were negatively related to CWB. Research limitations/implications – Findings support the validity of distinguishing between stop-control and start-control, suggesting that self-control theory and models should be refined to incorporate this distinction. Limitations include the correlational design and self-report measures. Although results were similar across two independent studies, future research is needed to test the generalizability of the conclusions in other settings, using non-self-report data. Practical implications – The distinction between stop-control and start-control may help organizations in selecting staff and assigning tasks. Originality/value – The present research introduces the distinction between two conceptually different types of self-control (stop-control and start-control), demonstrating their relevance to work-related behavior.

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.

scholarly journals How Mindfulness and Servant Leadership Affect Customer-Oriented Organizational Citizenship Behavior: Service Climate as Potential Mediator

2019 ◽  
Vol 8 (2S9) ◽  
pp. 132-136
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Structural Model ◽  
Work Behavior ◽  
Self Report ◽  
Citizenship Behavior ◽  
Service Climate ◽  
Dispositional Mindfulness

One aspect of competitive advantage that is now the main focus of the company is human resources. To improve the performance of organizations related to service excellence, it takes work behavior that exceeds the demands of work, namely Customer Oriented-Organizational Citizenship Behavior. This article is Proposal for Doctoral Colloquia that aims to prove the variables that influence Customer Oriented-Organizational Citizenship Behavior and obtain a model of the structural relationship between Mindfulness, Servant Leadership, Service Climate, and Customer Oriented-Organizational Citizenship Behavior. This study is explanatory survey research with a mixed-method approach. The participants of this study are the supervisor of railway transportation provider in Jakarta, Indonesia. The sampling technique is multistage sampling (a combination of cluster sampling and stratified sampling). The data will be collected by self-report surveys. The data will be analyzed by using Structural Equation Modelling with Lisrel 8.7 software. The results from this study will be proved and built a structural model of the effect of mindfulness and servant leadership on Customer Oriented-Organizational Citizenship Behavior through a service climate. The novelty of this study is the addition of contextual factors such as service climate as a mediator variable in testing the effect of mindfulness on workplace outcomes such as Customer Oriented-Organizational Citizenship Behavior and the influence of servant leadership on Customer Oriented-Organizational Citizenship Behavior, and the development of dispositional mindfulness instrument for Indonesian employees.

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.

Leadership style and teacher performance: mediating role of occupational perception

2020 ◽  
Vol 34 (1) ◽  
pp. 186-202
Author(s):  
Muhammed Abu Nasra ◽  
Khalid Arar
Keyword(s):  
Leadership Style ◽  
Organizational Citizenship Behavior ◽  
Indirect Effect ◽  
Teacher Performance ◽  
Citizenship Behavior ◽  
Future Research ◽  
Role Performance ◽  
Content Type ◽  
Mediating Role ◽  
And Performance

Purpose The purpose of this paper is to develop a model in which leadership styles (transformational or transactional leadership) directly and indirectly (through occupation perception) affect teacher performance (in-role performance and organizational citizenship behavior (OCB)). Design/methodology/approach The research hypothesis holds that the leadership style (transformational or transactional) has a direct and indirect effect on teacher performance (through occupation perception). These hypotheses have been tested on data collected from 630 Arab Israeli teachers. Findings Teachers’ in-role performance increases as they perceive their principals’ leadership style as more transformational and less transactional. In addition, the results reveal that the effect of transformational principals’ leadership style on OCB is expressed only by indirect effect (through occupational perception). Originality/value The results of the study contribute to the understanding of the way leadership style and performance interact in schools, and the importance of teachers’ occupational perception in explaining this relationship. Future research should further investigate the teachers’ occupational perceptions and its effect on their performance as little research has been conducted to date.

Bullying in Korean hotel restaurant kitchens: why is everybody always picking on me?

2020 ◽  
Vol 43 (1) ◽  
pp. 337-351
Author(s):  
Ki Ho Kim ◽  
Eugene Y. Roh ◽  
Young Joong Kim ◽  
Samuel A. Spralls
Keyword(s):  
Working Environment ◽  
Work Behavior ◽  
Self Report ◽  
Common Method ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Mediation Analyses ◽  
Antecedents And Consequences

PurposeThe primary purpose of this article is to develop and test a model of the antecedents and consequences (Cho et al., 2016) of bullying in Korean hotel kitchens.Design/methodology/approachCross-sectional survey data were collected from 288 kitchen workers at 12 upscale Korean hotels. Proposed path models were tested using Hayes' (2013) PROCESS syntax in SPSS for mediation and moderated mediation analyses.FindingsThe empirical results indicated that an employee's acquiescent silence behavior increases the likelihood of being bullied. As a result, bullied employees are more likely to respond by engaging in a person-related counterproductive work behavior (CWB-P) or in defensive silence out of fear with temporary employees reacting less aggressively compared to regular employees.Research limitations/implicationsCross-sectional design and self-report data risk common method variance and attributions of causality. Future research should use longitudinal designs to avoid common method bias and make causal inferences. Theoretical and practical implications for kitchen productivity are presented. The study should offer valuable insights for prospective employers to develop on-going training and create a positive working environment within the organization.Originality/valueWhile bullying is a widespread and even an epidemic problem for the commercial kitchen environment, research into abusive behavior among chefs has been limited. By utilizing a specific segment of the hospitality industry, this research identified different behavioral aspects of bulling between temporary and regular employees in the commercial kitchen environment.

Gender and Organizational Citizenship Behavior

2016 ◽  
Author(s):  
Tammy D. Allen ◽  
Seulki "Rachel" Jang
Keyword(s):  
Gender Differences ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Report ◽  
Citizenship Behavior ◽  
Future Research ◽  
Male And Female ◽  
Gender Egalitarianism ◽  
Female Employees ◽  
Males And Females

The current chapter reviews theory and findings with regard to relationships between gender and organizational citizenship behavior (OCB). Based on self-report OCB studies, female employees tend to report that they perform more communal OCB (e.g., altruism) than do male employees, whereas male employees tend to report that they perform more agentic OCB (e.g., sportsmanship) than do female employees. However, supervisors do not appear to rate male and female employees differently on OCB performance. Our review also suggests that even with the same amount of OCB performance, female employees tend to be disadvantaged with regard to career-related outcomes (e.g., promotion) relative to male employees. For future research, we encourage researchers to distinguish between actual and perceived OCB performance and examine associated gender differences. Measurement invariance of OCB across gender, different career success outcomes between males and females, and the effects of gender egalitarianism in cultures also need further investigation.

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Imanol Belausteguigoitia
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Behavior ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Retail Sector ◽  
Goal Congruence ◽  
Content Type ◽  
Informational Justice ◽  
Work Related

PurposeThe purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this detrimental effect might be mitigated by employees' access to valuable peer-, supervisor- and organizational-level resources. The frustrations stemming from a dissatisfactory career might be better contained in the presence of these resources, such that employees are less likely to respond to this resource-depleting work circumstance by staying away from extra-role activities.Design/methodology/approachThe research hypotheses were tested with survey data collected from employees who work in the retail sector.FindingsCareer dissatisfaction relates negatively to organizational citizenship behaviors, and this relationship is weaker at higher levels of peer goal congruence, supervisor communication efficiency and organization-level informational justice.Practical implicationsFor organizations that cannot completely eradicate their employees' career-related disappointment, this study shows that they can still maintain a certain level of work-related voluntarism, to the extent that they develop and hone valuable resources internally.Originality/valueThis study adds to extant research by detailing the contingent effects of a hitherto understudied determinant of employees' extra-role work behavior, namely, perceptions of limited career progress.

Organizational citizenship behavior for the environment: a management perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sultan Mohammad Akterujjaman ◽  
Liesbeth Blaak ◽  
Md. Idris Ali ◽  
Andre Nijhof
Keyword(s):  
The Netherlands ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Subjective Norms ◽  
Citizenship Behavior ◽  
Future Research ◽  
Environmental Attitude ◽  
Data Set ◽  
Content Type ◽  
The Relationship

Purpose This study aims to investigate the relationship between organizational citizenship behavior for the environment (OCBE) of managers and the constructs of the theory of planned behavior: perceived behavioral control (PBC) and attitude toward the environment. The current study also aims to explore the magnitude of this relationship with subjective norms as a moderating variable. Design/methodology/approach Data were sourced from a total number of 140 respondents (managers) from different firms in The Netherlands through an online questionnaire by using a mixture of structured, semi-structured and open-ended questions. Having used the correlation test, the study first conducts the exploratory factor analysis and then the reliability test. Finally, it estimates the coefficients by applying the hierarchical regression model to find the relationship between dependent and explanatory variables. Findings Diagnostic test results revealed that data are highly reliable. The coefficient results indicate that PBC and environmental attitude have positive and significant relationships with OCBE. Additionally, subjective norms have a significant and positive effect on strengthening the relationship between PBC and OCBE; however, it has no impact on the relationship between environmental attitude and OCBE. Research limitations/implications This study has some caveats. First, the results presented in the research are derived from a single moment in time. The second limitation has to do with the insignificant results for the construct of environmental attitude. Third, this study comprises a data set obtained from different companies in The Netherlands. Practical implications Organizations that want to increase their environmental performance could look at the PBC, environmental attitude and subjective norms of the managers in regard to OCBE. Originality/value The results of the study contribute to the understanding of the way PBC, environmental attitude and subjective norms positively affect OCBE. Future research should investigate organizational citizenship within business firms by considering corporate social responsibility as a key variable.

The effect of OCB in relationship between personality, organizational commitment and job satisfaction on performance

2017 ◽  
Vol 36 (10) ◽  
pp. 1283-1293 ◽  
Author(s):  
Sri Indarti ◽  
Solimun ◽  
Adji Achmad Rinaldo Fernandes ◽  
Wardhani Hakim
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Empirical Literature ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to know whether organizational citizenship behavior mediates the effects of personality, organizational commitment, and job satisfaction. Design/methodology/approach This research was conducted in the city of Makassar with the entire population being lecturer with the status from a permanent lecturer foundation. By using the Slovin formula, a sample of 295 respondents was obtained. Structural equation modeling (SEM) was used as an inferential statistical analysis technique to test the hypothesis of the research. Findings The results of the study found the mediating effect (indirect effect) of variable organizational citizenship behavior was found in between personality, organizational commitment and job satisfaction on performance, which thus indicates that the higher the personality, organizational commitment and job satisfaction the higher the performance, and if mediated, organizational citizenship behavior is also higher. Originality/value Organizational citizenship behavior research has been conducted on student classroom and career success. Additionally, organizational citizenship behavior has been researched for a critical review of the theoretical and empirical literature, which has provided suggestions for future research. Thereby, on paper originality the variables shown to be used are personality, organization commitment, job satisfaction, organizational citizenship behavior, and performance. Furthermore, the method used in this research is the SEM. The investigation was performed at two private colleges in Indonesian Muslim University and Muhammadiyah University Makassar, South Sulawesi, Indonesia, where no studies were conducted on the same topic previously.

Fitting In and Doing Good: A Review of Person–Environment Fit and Organizational Citizenship Behavior Research

2016 ◽  
Author(s):  
Amy L. Kristof-Brown ◽  
Christina S. Li ◽  
Benjamin Schneider
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Report ◽  
Citizenship Behavior ◽  
Future Research ◽  
Person Environment Fit ◽  
Experience Good ◽  
Fitting In ◽  
The Relationship ◽  
Level Of Analysis

This chapter presents a comprehensive review of the relationships between different types of person–environment (PE) fit—namely person–organization, person–group, person–supervisor, and person–job—and organizational citizenship behaviors (OCBs). Relying on both affinity and exchange explanations, we demonstrate that individuals who experience good fit are more likely to engage in OCBs. However, the strength of the relationship is contingent on many factors, especially with regard to the operationalization of fit (the kind of fit measure used), the characteristics on which fit is assessed (e.g., values, goals, personality), the types of OCBs studied (overall OCBs, OCBs focused toward the organization, and OCBs focused toward individuals), the source of the ratings of OCBs (self-report versus others’ reports), and the level of analysis (individual vs. unit). Mediators and moderators of the PE fit–OCB relationship are also reviewed. We conclude with recommendations for future research to better understand the PE fit–OCB relationship.

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