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.

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.

Do psychological contract and organizational citizenship behavior affect organizational performance in non-profit organizations?

2014 ◽  
Vol 8 (3) ◽  
pp. 397-417 ◽  
Author(s):  
Tracy Tsui-Hsu Tsai ◽  
Arthur Jing Lin
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Citizenship Behavior ◽  
Full Time ◽  
Content Type ◽  
Non Profit ◽  
Non Profit Organizations ◽  
The Relationship

Purpose – The purpose of this paper is to survey volunteers and full-time employees in international non-profit organizations (NPOs) and explore the relationships among psychological contract (PC), organizational citizenship behavior (OCB) and organizational performance (OP). Design/methodology/approach – Using 573 usable responses, a linear structural equation model (SEM) was developed to examine the relationships. Findings – The results demonstrate significant positive relationships between PC and OCB, OCB and OP and PC and OP. They also show the mediating effect of OCB on the relationship between PC and OP. Research limitations/implications – Beside mediation effect, OCB and other variables might exert significant moderation effect on the relationship between PC and OP. Companies could conduct longitudinal studies to examine the changes of PC and OCB impacts on OP. Practical implications – Companies pursuing Chinese market should cooperate with NPOs in multiple ways including marketing for philanthropic purposes, supporting volunteer services and sponsoring the NPO. This way the company’s image will improve and its business will expand among its Chinese clientele. Originality/value – Budget concerns often force NPOs to downsize full-time staff, making considerable portion of their operations rely on a large number of volunteers. This study offers practical guidelines for NPOs to effectively entice and support both volunteers and employees for achieving its organizational goals.

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.

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.

The impact of workplace loneliness on employee outcomes: what role does psychological capital play?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mantasha Firoz ◽  
Richa Chaudhary
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Family Conflict ◽  
Psychological Capital ◽  
Citizenship Behavior ◽  
Creative Performance ◽  
Content Type ◽  
Personal Resource ◽  
Work Family ◽  
The Impact

PurposeWith little empirical attention devoted to the consequences of loneliness in the workplace, the present study investigated the effect of workplace loneliness on creative performance, organizational citizenship behaviors and work-family family conflict. Furthermore, psychological capital was examined as a moderator of these relationships.Design/methodology/approachThe proposed model was tested in two different studies on a sample of employees from manufacturing (Sample 1: n = 379) and service (Sample 2: n = 559) organizations in India. Data were collected using self-administered questionnaires at two different points in time. Confirmatory factor analysis and multiple hierarchical regressions were used to test the hypothesized model.FindingsWhile workplace loneliness was found to negatively affect creative performance and organizational citizenship behavior, its impact on work-family conflict was positive. Results revealed a significant moderating effect of psychological capital on these relationships. Psychological capital buffered the impact of loneliness in a way that the detrimental effect of loneliness on performance behaviors was less severe for the individuals with high psychological capital.Originality/valueThe study makes an original and noteworthy contribution to the loneliness and negative emotions literature by advancing the understanding around the consequences and boundary conditions of loneliness in the workplace. It carries important implications for managing loneliness in the organizations by identifying psychological capital as an important personal resource for mitigating the effects of workplace loneliness on creativity and extra-role behaviors.

The impact of ethical leadership on organizational citizenship behavior

2018 ◽  
Vol 39 (1) ◽  
pp. 100-113 ◽  
Author(s):  
qi Yang ◽  
hua Wei
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Team Members ◽  
Workplace Ostracism ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to clarify the relationship between ethical leadership and employee organizational citizenship behavior (OCB), specifically the mechanisms through which ethical leadership impacts employee OCB, and the moderating role of workplace ostracism. Design/methodology/approach The study used the survey-based dyad data collected from middle management team members and their immediate subordinates in Chinese companies. Multiple regression analysis was used to test the research hypothesis. Findings The empirical findings indicate that ethical leadership positively influences employee OCB. Organizational commitment mediates the relationship between ethical leadership and employee OCB. Furthermore, the effect of ethical leadership on employee OCB directly and indirectly (via organizational commitment) is moderated by workplace ostracism. Originality/value This paper adds to knowledge about the relationship between ethical leadership and employee OCB and contributes to better understand workplace ostracism.

scholarly journals Generation Z and organizational citizenship behavior of sharia banking

2021 ◽  
Vol 25 (2) ◽  
pp. 131-141
Author(s):  
Ahyar Yuniawan ◽  
Eldes Willy Filatrovi ◽  
Iqbal Arraniri
Keyword(s):  
Career Development ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Islamic Banking ◽  
Sample Number ◽  
Generation Z ◽  
The Impact

Purpose: The goal of this study is to test and examine the effect of organizational support on employee engagement and OCB; the impact of career development on employee engagement and OCB; as well as the impact of employee engagement on OCB. The survey was carried out on Indonesia's 200 Sharia Banking Generation Z employees. Design/methodology/approach: All Generation Z employees working as the population in Islamic banking companies in Indonesia use the questionnaire and interviews to collect data. The purposeful sampling was used in this study where the researcher understood that it was possible to gather the appropriate information from a particular population that was able to provide the information requested and that the predetermined criteria had been fulfilled. Since the population is too large, this method was chosen. 200 samples consist of the sample number. In this analysis, SEM is the method used to process information (Structural Equation Model) Findings: The organizational support variable is shown to be capable of influencing employee engagement, which means that the better organizational support offered by the company would also increase the greater engagement of Generation Z employees in Sharia banking. Variables in work growth can affect employee engagement, meaning that the greater company's career development, the greater employee's engagement. Organizational support has been shown to affect OCB, which shows that the better organizational support of the corporation, the greater organizational citizenship behavior of the employee. It is seen that career development is capable of impacting OCB, which means that the greater employee's additional position operation will bring a stronger implementation of career development. The employee engagement variable has also proven to be able to influence OCB, which means that the greater employee engagement, the greater additional role of Generation Z employees in Islamic banking. Research limitations/implications: Limitations in this study include the nature of open-ended questions which are less understood by respondents, so that many respondents responded with inappropriate answers and some others were not filled in causing the lack of information obtained about the actual situation in current Islamic banking. With this limitation, it is hoped that further scientific research will be considered and made to obtain better research results. Practical implications: The organization would concentrate more on progress in the career development system, taking into account, among other considerations, other variables. Organizations could try to shape their identities as responsible corporate or global citizens by taking a leadership position in sustainable business practices and demonstrating to millennials that OCB is an important way to meet their service needs. The millennial workers would welcome these events, which would encourage them to take on additional duties by assisting other colleagues. Such efforts will be necessary in the twenty-first century to build an effective workforce. Originality/value: It has been shown that employee engagement as an intervening variable can mediate the impact on organizational citizenship behavior between organizational support and career growth, although calculations show that the direct effect of independent variables (organizational support and career development) on OCB is greater than that through employee engagement variable (indirect influence).

Do organizational citizenship behavior for the environment predict triple bottom line performance in manufacturing firms?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noor Ullah Khan ◽  
Ateeq-ur- Rehman Irshad ◽  
Adeel Ahmed ◽  
Amira Khattak
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Triple Bottom Line ◽  
Manufacturing Firms ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Bottom Line ◽  
Content Type ◽  
Key Dimensions ◽  
The Impact

PurposeOrganizational citizenship behavior for the environment (OCBE) is vital for manufacturing firms' ability to improve their triple bottom line (TBL) performance. This study's objective was to examine the direct relationship between three OCBE key dimensions, i.e. eco-initiatives (EIs), eco-civic-initiatives and eco-helping (EH) and TBL performance, i.e. economic (ECOP), social (SOP) and environmental (ENP).Design/methodology/approachThe quantitative design was used based on the positivist approach. A sample of 350 manufacturing firms was targeted using random probability sampling via a survey questionnaire. The data were analyzed through the structural equation modeling (SEM) technique employing AMOS 24 software.FindingsResearch findings confirmed a significant direct positive relationship between components of OCBE, i.e. EIs, eco-civic- initiatives and EH and TBL performance within ISO14001-certified Malaysian manufacturing firms.Research limitations/implicationsThis research presents vital implications for both managers and organizations. The findings revealed that the three OCBE key dimensions, i.e. (EIs, eco-civic-initiatives and EH) are essential for enhancing TBL performance (ECOP, SOP and ENP), respectively. Manufacturing firms should modify the traditional OCB toward pro-environmental OCBE to improve TBL performance.Originality/valueThis research focuses on the impact of OCBE key types, i.e. EIs, eco-civic-initiatives and EH on TBL performance (ECOP, ENP and SOP) dimensions among ISO14001-certified Malaysian manufacturing firms.

Demographics as moderators between QWL and OCB: Indian study shows gender and type of organization have impact, but not position

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Life ◽  
Quality Of Work Life ◽  
Citizenship Behavior ◽  
Content Type ◽  
Quality Of Work ◽  
The Impact ◽  
The Relationship

Purpose The purpose was to examine the impact of quality of work life (QWL) on organizational citizenship behavior (OCB) of employees. The study also examined the role of three demographic variables -. gender, position and type of organization as moderators of the relationship between QWL 10; and OCB. Design/methodology/approach The study was based on 373 completed questionnaires sent out to employees of large Indian organizations. There were respondents from junior (27.2pc), middle (53.3pc) and senior positions (19.5pc). Most were based in Western, Central and Northern India. The average age of respondents was 42.5 years and 73.3pc were males. Around two thirds were from public organizations and a third worked in the private sector. Findings The study found that quality of work life (QWL) had a positive impact on the organizational citizenship behavior (OCB) of employees. The relationship was modified by gender and the type of organization, but unchanged by the hierarchical position of employees Originality/value The authors say it is the first research in an Indian context to consider how demographic differences affect the relationship between QWL and OCB. The three Indian academic who authored the report also say their results are helpful for practitioners in designing the right kind of QWL environment for their employees.

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