Relationship of liking and social exchange to supervisor-directed organizational citizenship behavior in the Arabian Gulf

2016 ◽  
Vol 26 (2) ◽  
pp. 232-243 ◽  
Author(s):  
Unnikammu Moideenkutty ◽  
Stuart Schmidt
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Arabian Gulf ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship

Purpose The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB). Design/methodology/approach Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors. Findings Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship. Research limitations/implications A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources. Practical implications Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB. Social implications Liking, an affective variable, may be an important influence in organizational behavior. It represents positive organizational behavior which is currently generating significant scholarly attention. Originality/value This study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first such study done in the region. In this study, the authors include trust as a representative of the quality of relationship between supervisor and subordinates. Unlike leader–member exchange (LMX), trust has rarely been related to liking in previous studies. Study tests for social exchange (including supervisory trust) as a mediator of the relationship between liking and supervisor-directed OCB.

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 organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: a social-exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tsu-Wei Yu
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Working Environment ◽  
Social Implications ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB). Design/methodology/approach Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB. Findings The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers. Practical implications Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities). Social implications Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers. Originality/value This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

To help or not to help: antecedents of hotel employees’ organizational citizenship behavior

2018 ◽  
Vol 30 (3) ◽  
pp. 1293-1313 ◽  
Author(s):  
You-De Dai ◽  
Yu-Hsiang Hou ◽  
Kuan-Yang Chen ◽  
Wen-Long Zhuang
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support. Design/methodology/approach Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan. Findings The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior. Research limitations/implications This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior. Originality/value Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

How responsible leadership predicts organizational citizenship behavior for the environment in China

2019 ◽  
Vol 40 (3) ◽  
pp. 305-318
Author(s):  
Zhiyong Han ◽  
Qun Wang ◽  
Xiang Yan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Responsible Leadership ◽  
Corporate Environment ◽  
High Quality ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediating effect of felt obligation for constructive change on the relationship between responsible leadership and organizational citizenship behavior for the environment (OCBE) in a China corporate environment, and this paper also analyze the moderated mediating effect of supervisor-subordinate guanxi on indirect relationship between responsible leadership and OCBE via felt obligation for constructive change. Design/methodology/approach This paper used 380 employee samples to analyze the relationship between responsible leadership and OCBE. Hierarchical regression analyses and structural equation modeling was adopted to analyze the data. Findings The authors found that the felt obligation for constructive change plays a fully mediating role between responsible leadership and OCBE. The authors also found a positive interaction between responsible leadership and supervisor-subordinate guanxi on felt obligation for constructive change, and then the indirect effect of responsible leadership on OCBE via felt obligation for constructive change was stronger when employees perceived a high-level supervisor-subordinate guanxi. Research limitations/implications When responsible leadership stimulates employees to generate a high sense of constructive change, employees are more likely to engage in OCBE. This study provides evidence for cognitive evaluation theory. This study further demonstrated the importance of establishing high-quality supervisor-subordinate guanxi for responsible leaders and subordinates in China. Practical implications In the management practice of the organization, the role of responsible leadership should be strengthened in terms of leadership development and, employee training and promotion, and high-quality supervisor-subordinate guanxi help to promote the effectiveness of responsible leadership. Originality/value This paper discusses how and when responsible leadership influences OCBE in a China corporate environment.

The role of job dedication in organizational citizenship behavior performance

2017 ◽  
Vol 40 (10) ◽  
pp. 1042-1057 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Shawn M. Keough ◽  
Eric W. Liguori
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs. Design/methodology/approach Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses. Findings Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs. Research limitations/implications Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are. Practical implications Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance. Originality/value First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

Customer mistreatment behavior and hotel employee organizational citizenship behavior

2016 ◽  
Vol 7 (3) ◽  
pp. 322-344 ◽  
Author(s):  
Ji Wen ◽  
Yina Li ◽  
Pingping Hou
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Psychological Needs ◽  
Mediating Effect ◽  
Service Organizations ◽  
Citizenship Behavior ◽  
Job Autonomy ◽  
Content Type ◽  
The Relationship

Purpose This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior. Design/methodology/approach Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis. Findings Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control. Practical implications Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees. Originality/value This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

The relationship between organizational justice and organizational citizenship: the mediating effect of organizational commitment and the moderating role of power distance

2020 ◽  
Vol 28 (7) ◽  
pp. 7-9
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Power Distance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) and the mediating effect of organizational commitment with power distance as a moderator. Design/methodology/approach Data was gathered from responses to a structured questionnaire by 379 employees based in ten banks from five metropolitan cities in Pakistan Findings The study finds no positive relationship between organizational justice and OCB, a positive relationship between organizational justice and organizational commitment, that organizational commitment mediates the relationship between organizational justice and OCB and that power distance moderates the relationship between organizational justice and organizational commitment. Practical implications Managers and policy makers should ensure fair and transparent processes within an organization to increase the confidence an employee has in the organizational systems and processes. Originality/value This paper has an original approach as it examines the moderating impact of power distance between organizational justice and organizational commitment in the context of a developing country, Pakistan.

scholarly journals The Effect of Self-concept and Organizational Identity on Organizational Citizenship Behavior ( A Case Study in Social Security Organization of Isfahan city)

2012 ◽  
Vol 2 (1) ◽  
pp. 175
Author(s):  
Sayyed Mohsen Allameh ◽  
Saeed Alinajimi ◽  
Ali Kazemi
Keyword(s):  
Social Security ◽  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identity ◽  
Self Concept ◽  
Citizenship Behavior ◽  
Isfahan Province ◽  
The Relationship

During the two recent decades, researchers of organizational behavior have paid special attention to extra-social behavior in organizations, and there has been specific focus on employees' affairs which are developed beyond formal job demands. Globalization era has created increased inter-individual mutual dependencies among organizations and groups. Thus, it has made more need for extra-social cooperation and interaction inside and outside the organizations. Therefore, organizational citizenship behavior plays a role in increasing the effectiveness and durability of the organization. The main purpose of this survey is to study the manner of impact of self-concept, and organizational identity on organizational citizenship behavior of employees of Social Security Corporation in Isfahan province and also to examine the existence of the balancing role of self-concept variable in the relationship between organizational identity and organizational citizenship behavior. This survey was conducted using descriptive-metrical method. Obtained results of this survey reveal that organizational citizenship behavior is affected by organizational identity, and self-concept; and each variable of organizational identity has positive correlation with organizational citizenship behavior. It means that by strengthening and improving the above variables it is possible to enhance organizational citizenship behavior. Also, results demonstrate that self-concept balances the relationship between organizational identity and organizational citizenship behavior.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

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.

Sign in / Sign up

Export Citation Format

Share Document