When the Past and the Present Collide:Contrast Effect of Sequential Psychological Contract Breaches on Employee Outcomes

2021 ◽  
pp. 014920632110612
Author(s):  
Meng Zhong ◽  
Sandy J. Wayne ◽  
Eric J. Michel
Keyword(s):  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Contrast Effect ◽  
Management Practice ◽  
Negative Influence ◽  
Citizenship Behavior ◽  
Conservation Of Resources ◽  
Full Time ◽  
Employee Outcomes ◽  
The Impact

Although it is common that employees can experience multiple psychological contract (PC) breaches with their employer over time, it is unclear how a past PC breach serves as a temporal context factor in shaping the impact of a present PC breach on employee outcomes. Integrating contrast effect theory and conservation of resources theory (COR), this research develops and tests hypotheses concerning how a past PC breach alters employees’ reaction intensity to a present PC breach. Three studies were conducted to investigate the hypotheses. In Study 1, findings from 168 employee-supervisor dyads of a building supply company supported the contrast effect of past and present PC breaches. Specifically, when a past PC breach was low, a present PC breach had a stronger negative influence on employee organizational citizenship behavior (OCB). Results of Study 2, comprised of 412 full-time working adults, found that burnout mediated the contrast effect of past and present PC breaches on OCB. Specifically, the negative indirect effects of a present PC breach on OCB through burnout were stronger when a past PC breach was low. In Study 3, 154 subjects participated in a scenario-based experiment in which past and present PC breaches were manipulated. Results supported the contrast effect of past and present PC breaches on anticipated future breach. Implications of these results for future PC breach research and management practice are discussed.

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.

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.

scholarly journals Inspired and Effective: The Role of the Ideal Self in Employee Engagement, Well-Being, and Positive Organizational Behaviors

2021 ◽  
Vol 12 ◽  
Author(s):  
Hector A. Martinez ◽  
Kylie Rochford ◽  
Richard E. Boyatzis ◽  
Sofia Rodriguez-Chaves
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Full Time ◽  
Ideal Self ◽  
Psychological Well Being ◽  
The Impact ◽  
The Ideal

This study explores the efficacy of a specific tool – the articulation of the ideal self – in job engagement, psychological well-being, and organizational citizenship behavior. We hypothesized that employees who can visualize their jobs as part of their ideal self – in particular how it helps in its development and realization – would feel higher levels of engagement and fulfillment in their lives, as well as engage in greater amounts of helping and voice OCB. A total of 239 full time employees from five companies in Costa Rica filled out the ideal self questionnaire, the job engagement, and psychological well-being surveys, and were evaluated by their peers on task behavior and helping and voice OCB. Results of the SEM model showed that the ideal self was positively related to job engagement, psychological well-being and helping and voice. These findings contribute to the research on the impact and importance for organizations to help employees find meaningfulness in their work.

scholarly journals THE COMBINED EFFECT OF PSYCHOLOGICAL CAPITAL AND PSYCHOLOGICAL CONTRACT BREACH ON EMPLOYEES’ OUTCOME

2014 ◽  
Vol 02 (02) ◽  
pp. 01-11
Author(s):  
Zia Ul Islam ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Psychological Capital ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
The Impact ◽  
The Relationship

The study is designed to investigate the impact of psychological contract breach on different employee’s outcome, namely, organizational citizenship behavior, effective commitment and Job Satisfaction with the moderation effect of Psychological Capital. Out of 190 self-administered questionnaires distributed among the faculty members of private sector universities located in the Khyber Pakhtunkhwa province of Pakistan, 128 questionnaires were considered for analysis. The results show that there is a negative relationship between Psychological Contract Breach and all employees’ outcomes under study.Psychological Capital is positively related to all employees’ outcome. Psychological Capital moderates only the relationship between psychological contract breach (PCB) and organizational citizenship behavior, and doesn’t moderate the relationship between PCB-Affective Commitment and PCB- Job Satisfaction.

scholarly journals Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

2021 ◽  
Vol 11 (2) ◽  
pp. 436-449
Author(s):  
Muhammad Arshad ◽  
Ghulam Abid ◽  
Francoise Contreras ◽  
Natasha Saman Elahi ◽  
Muhammad Ahsan Athar
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship Behavior ◽  
Vocational Education And Training ◽  
Citizenship Behavior ◽  
Conservation Of Resources ◽  
Confirmatory Factor Analyses ◽  
Prosocial Motivation ◽  
Managerial Support ◽  
Supervisory Staff ◽  
The Impact

This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff—predominantly male (95%) and with an average age of 30 years—working on Technical and Vocational Education and Training (TVET) for Pakistan’s public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees’ organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.

scholarly journals Do Environmental Transformational Leadership Predicts Organizational Citizenship Behavior towards Environment in Hospitality Industry: Using Structural Equation Modelling Approach

2021 ◽  
Vol 13 (10) ◽  
pp. 5594
Author(s):  
Jehanzeb Khan Gurmani ◽  
Noor Ullah Khan ◽  
Muhammad Khalique ◽  
Muhammad Yasir ◽  
Asfia Obaid ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Information Processing ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Meaningful Work ◽  
Citizenship Behavior ◽  
Equation Modelling ◽  
The Impact

Voluntary pro-environmental behaviors in the workplace such as organizational citizenship behavior towards environment (OCBE) are pertinent for the organizations striving to become environmentally responsible entities. The significance of OCBE for green organizational initiatives has led scholars to strive for expanding its nomological network. Approaching from the theoretical angle of the social information processing approach, this quantitative, survey-based study theoretically links and empirically tests the impact of environmental transformational leadership on organizational citizenship behavior towards environment (OCBE) via mediating mechanism of perceived meaningful work. Data from a sample of 311 employees working in Pakistan’s hospitality sector were collected and analyzed to test the hypothesized relationships using structural equation modelling. Results indicated the indirect effect of perceived meaningful work on the relationship between environmental transformational leadership and organizational citizenship behavior towards environment. Implications of both theoretical and practical nature are laid out in the relevant sections of the paper.

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