Self-rated and peer-rated organizational citizenship behavior, affective commitment, and intention to leave in a Malaysian context

2016 ◽  
Vol 45 (3) ◽  
pp. 569-592 ◽  
Author(s):  
Patricia Yin Yin Lau ◽  
Gary N. McLean ◽  
Bella Ya-Hui Lien ◽  
Yen-Chen Hsu
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Citizenship Behavior ◽  
Peer Ratings ◽  
Content Type ◽  
Supervisor Ratings ◽  
Confirmatory Factor ◽  
Talent Retention

Purpose – The purpose of this paper is to determine if self-rated and peer-rated organizational citizenship behavior mediated the relationship between affective commitment and intention to leave in Malaysia. Design/methodology/approach – A survey yielded 516 responses from multiple locations in Malaysia across varied industries for a response rate of 64.5 percent. Validity based on confirmatory factor analysis and reliability were confirmed. Findings – Affective commitment influenced self- and peer-rated organizational citizenship behavior and intention to leave. Only self-rated organizational citizenship behavior partially mediated affective commitment and intention to leave. While self-rated organizational citizenship behavior increased intention to leave positively, peer-rated organizational citizenship behavior did not influence intention to leave. Practical implications – The findings confirm earlier research that self-ratings and peer-ratings are different, and, surprisingly, organizational citizenship behavior is not a factor supporting talent retention. Human resource practitioners need to shift their focus to affective commitment that reduces intention to leave and increases organizational citizenship behavior. Originality/value – Past studies on organizational citizenship behavior relied on self-ratings, supervisor-ratings, or both ratings used in Western contexts. Little was known about the assessment of organizational citizenship behavior from peer perspectives and its relationship between affective commitment and intention to leave. Moreover, the relationships between affective commitment and self-rated and peer-rated organizational citizenship behavior were inconsistent. This study responded to those gaps by integrating affective commitment, self-rated, and peer-rated organizational citizenship behavior, and intention to leave into a single hypothesized model.

The development of k-worker's task performance: an empirical research based on the Chinese context

2021 ◽  
Vol 34 (7) ◽  
pp. 1300-1315
Author(s):  
Xiaoli Che ◽  
A. Fakhrorazi ◽  
Wei-Kit Loke ◽  
Swarmilah Hariani ◽  
Qinyuan Chen
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Partial Least Square ◽  
Mediation Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
And Task

PurposeThis study examines the effect of knowledge workers' (k-workers') leader-member exchange (LMX) on task performance and the mediation effect of affective commitment and organizational citizenship behavior (OCB) in China.Design/methodology/approachIn this study, 384 qualified questionnaires will be collected from k-workers in China by using a self-administered survey, and the partial least square structural equation modeling (PLS-SEM) technique was employed for data analysis.FindingsThis finding showed that LMX has positive relationship on affective commitment, organizational citizenship behavior and task performance. The result also confirmed the mediation effect of organizational citizenship behavior on the relationship between LMX and task performance.Originality/valueThis research provide some implement to manage, motivate and inspire the k-workers and finally promote the organizational performance.

Revisiting of Theory X and Y

2014 ◽  
Vol 52 (10) ◽  
pp. 1888-1906 ◽  
Author(s):  
Sait Gürbüz ◽  
Faruk Şahin ◽  
Onur Köksal
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Management Style ◽  
Citizenship Behavior ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
Individual Outcomes ◽  
Satisfaction With The Leader ◽  
Theory X

Purpose – The purpose of this paper is to investigate the influence of leaders’ Theory X and Y managerial assumptions on subordinates’ attitudes and behaviors. Design/methodology/approach – Military leaders (n=50) completed a questionnaire with Theory X and Y scale and their subordinates (n=150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings – The results indicated that the Theory Y management style is significantly and positively associated with subordinates’ satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates’ satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Research limitations/implications – The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications – The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value – Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.

scholarly journals Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

2020 ◽  
Vol 39 (7/8) ◽  
pp. 869-893
Author(s):  
Mohammed Aboramadan ◽  
Khalid Abed Dahleez
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

PurposeThis study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).Design/methodology/approachData were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.FindingsIt was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.Practical implicationsThe results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.Originality/valueDue to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.

An investigation of antecedents of organizational citizenship behavior in the Turkish hospitality industry: a structural equation approach

2015 ◽  
Vol 9 (2) ◽  
pp. 200-222 ◽  
Author(s):  
Necdet Bilgin ◽  
Cemil Kuzey ◽  
Gökhan Torlak ◽  
Ali Uyar
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Affective Commitment ◽  
Charismatic Leadership ◽  
Hospitality Management ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

Purpose – This paper aims to investigate the relationships between organizational citizenship behavior (OCB) and its antecedents – job satisfaction (JS), affective commitment (AC), organizational justice (OJ) and charismatic leadership (CL); the relationships among its antecedents; and mediating roles of JS and AC in the relationships between CL and OCB and between OJ and OCB in the Turkish hospitality industry in Antalya region. Improving OCB in the hospitality industry, as in other industries, plays an important role in increasing service quality and organization performance. Design/methodology/approach – The sample used for this study consisted of 768 employees working in 18 hotels (4- or 5-Star) in the Antalya region of Turkey. The data collection methodology of the study was a questionnaire survey which was administered through drop-and-collect methodology. The analysis methodology of the study was structural equation modeling. Findings – The findings indicated that both AC and JS mediated the relationship between CL and OCB, as well as between OJ and OCB. Guiding employees by charismatic leaders as well as securing OJ at workplaces in hospitality organizations in the Antalya region of Turkey contribute to OCB positively; however, JS and AC mediate this relationship. Thus, it is assumed that managers should take steps to improve the AC and JS attributes of their employees. In addition, unlike empirical findings in hospitality management literature, this research could not find any direct relationship between CL and OCB. Research limitations/implications – The present study provides practical implications for hotel managers who may be searching for ways in which to increase OCB and firm performance. The sample is confined to the hospitality industry, thus the generalization of findings to other industries might be limited. Hence, the authors suggest future studies which better enable comparison among various industries. Originality/value – The novelty of the present study arises from two points: incorporating a CL variable into the study’s model regarding the antecedents of OCB and investigating the mediating roles of JS and AC between CL and OCB as well as between OJ and OCB within the hospitality management industry.

Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

2020 ◽  
Vol 36 (5) ◽  
pp. 852-863 ◽  
Author(s):  
George Gunnesch-Luca ◽  
Klaus Moser
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
German Language ◽  
Individual Level ◽  
Unit Level ◽  
Confirmatory Factor ◽  
Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

Analisis Dimensi Komitmen Organisasional yang Mempengaruhi Organizational Citizenship Behavior Karyawan PT KAI DAOP VI Yogyakarta

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Yati Suhartini
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Regression Coefficient ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Normative Commitment ◽  
Dominant Dimension ◽  
Significance Level

The research was carried out to find the influence of three dimensions of organizational commitment, namely affective commitment, continuity commitment, and normative commitment, toward organizational citizenship behavior (OCB) of employees.The research was conducted respectively from seven stations in operation areas of PT Kereta Api Daop VI Yogyakarta.The subject of research are 55 employees Data was derived from a survey, collected by applying questionnaires, analized by using multiple linier regression,and assisted by the application of SPSS 21 program.Based on the result of data analysis, it is showed that the three dimensions of organizational commitment, namely affective commitment (X1), continuity commitment (X2), and normative commitment (X3) influence partially or simultaneously on organizational citizenship behavior (Y) of employees, thus partially or simultaneously supporting the 5 hypotheses. These were indicated by the value of regression coefficient and the significant level of each factor which are 0.250 and 0.042; 0.386 and 0.001; 0.481and 0,000, respectively. Likewise, the value of F amounting to 30.520 with the significance level of 0,000, whereas adjusted R2 counting to 0.621. Furthermore, normative commitment indicates as the most dominant dimension that influences on organizational citizenship behavior of employees.

Working Extra Hours in the Australian Public Service: Organizational Drivers and Consequences

2016 ◽  
Vol 38 (2) ◽  
pp. 193-217 ◽  
Author(s):  
Jeannette Taylor
Keyword(s):  
Job Performance ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Significant Proportion ◽  
Working Hours ◽  
Organizational Factors ◽  
Intention To Leave ◽  
Well Being ◽  
Citizenship Behavior

Why do government employees work long hours, and what are the consequences? Although there is generally little scope for extra pay in return for extra hours in the Australian Public Service (APS), a significant proportion of its employees work long hours. This study draws from the organizational citizenship behavior literature in an attempt to understand why APS employees work extra hours. It uses the 2015 APS Employee Census to examine the APS employees’ patterns of working hours and the links between working extra hours and three outcomes: job performance, personal well-being, and intention to leave one’s agency. Several organizational factors are found to be positively associated with working extra hours. Many who work extra hours also believe that their job performance is high, but they report poor well-being and are thinking of leaving their agency.

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.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

Sign in / Sign up

Export Citation Format

Share Document