Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model†

2007 ◽  
Vol 33 (6) ◽  
pp. 841-866 ◽  
Author(s):  
James J. Lavelle ◽  
Deborah E. Rupp ◽  
Joel Brockner
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Theoretical Framework ◽  
Citizenship Behavior ◽  
Attitudes And Behaviors ◽  
Similarity Model ◽  
And Behaviors ◽  
Employee Experience

An emerging trend within the organizational justice, social exchange, and organizational citizenship behavior literatures is that employees maintain distinct perceptions about, and direct different attitudes and behaviors toward, multiple foci such as the organization, supervisors, and coworkers. However, these multifoci developments have progressed, for the most part, independently of one another. Thus, to gain a more complete conceptualization of the employee experience, this review brings these respective literatures together. Specifically, the authors (a) review and organize multifoci research and theory in justice, social exchange, and citizenship behavior, (b) develop a “target similarity” model to provide a theoretical framework for conceptualizing and integrating multifoci research, and (c) o fer suggestions for future multifoci research.

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).

scholarly journals The Mediating Effect of Affective Organizational Commitment in the Relationship between Organizational Justice and Organizational Citizenship Behavior: A Conceptual Model

2017 ◽  
Vol 13 (5) ◽  
pp. 165 ◽  
Author(s):  
Mohammad Alzayed ◽  
Junaimah Jauhar ◽  
Zurina Mohaidin
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Affective Organizational Commitment ◽  
A Value

A literature review revealed that the effect of organizational justice on organizational citizenship behavior (OCB) had been heavily examined as an overall relationship. However, there is a lack of research that examined the effect of organizational justice dimensions on OCB via affective organizational commitment as a mediator. Therefore, this research is an attempt to provide a value theoretical model that explains the relationships between dimensions of organizational justice and OCB as well as tries to describe in detail meaning of this relationship through the mediating effect of affective organizational commitment in the context of social exchange theory. Furthermore, the proposed hypotheses on the link between these variables are provided as a foundation for further research.

ASSOCIATIONS OF ORGANIZATIONAL JUSTICE AND INGRATIATION WITH ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE BENEFICIARY PERSPECTIVE

2008 ◽  
Vol 36 (3) ◽  
pp. 289-302 ◽  
Author(s):  
Yi-Jung Chen ◽  
Cheng-Chen Lin ◽  
Yu-Chuan Tung ◽  
Yuan-ta Ko
Keyword(s):  
Distributive Justice ◽  
Sample Size ◽  
Organizational Justice ◽  
Impression Management ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Total Sample ◽  
Citizenship Behavior ◽  
The Social

In this study we investigated whether the two motivational forces – social exchange and impression management – behind Organizational Citizenship Behavior (OCB) proposed by Bolino (1999) would be associated differently with an individual's OCB toward a coworker, supervisor, and organization. Organizational justice and ingratiation represented the social exchange and impression management motives, respectively. Based on the data collected from managers, colleagues, and employees, the results of a total sample size of 529 questionnaires showed that both ingratiation and perception of organizational justice were positively associated with individuals' OCB toward their supervisors. However, for individuals performing OCB toward their jobs, only the perception of distributive justice showed a positive correlation, and neither motive was positively associated with individuals' OCB toward their coworkers.

scholarly journals Influence of Corporate Social Responsibility on Organizational Citizenship Behavior through Double Mediation Analysis

2019 ◽  
Vol 7 (2) ◽  
pp. 83-98
Author(s):  
Farah Khan ◽  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Strong Relationship ◽  
Citizenship Behavior ◽  
Corporate Social

Previous literature has examined the direct relationship between the concept of corporate social responsibility & organizational citizenship behavior. Present study is investigating the mediated link between CSR & OCB through organizational justice & organizational identification. Theory of Social exchange & social identity are supporting our study by providing foundations for interpretation that organizational social responsible behavior can influence OCB of employees through justice and their identification perception. Tests applied to the randomly selected data of 212 employees from different organizations of Pakistan. Our findings show fully mediated relationship between CSR & OCB through organizational justice and organizational identification. CSR towards employees has a strong relationship with OCB. The findings in this study will help in enhancing role of CSR for employees OCB

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

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