scholarly journals The Relationship Between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment

SAGE Open ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. 215824402110615
Author(s):  
Amira Daouk ◽  
Panteha Farmanesh ◽  
Pouya Zargar
Keyword(s):  
Organizational Justice ◽  
Transactional Leadership ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Tourism Industry ◽  
Theoretical Development ◽  
Citizenship Behavior ◽  
Complex Nature ◽  
Psychological Contract Fulfillment ◽  
The Relationship

Understanding the depth of leadership and its effects on organizational outcomes have been a topic of complex nature, attracting scholars, and practitioners alike. This becomes more vital for tourism industry, where extent of competitive rivalry is extremely high as employees are vital in this sector. The current research examines the relationship between transactional leadership and organizational citizenship behavior of employees in tourism-related businesses. Furthermore, this study assumes that psychological contract fulfillment can moderate the relationship between leadership and perception of organizational justice, which can then mediate employees’ citizenship behaviors. Current research takes place in Lebanon, where the industry of tourism is highly important. Empirical evidence yielded from data analysis has shown support for moderating effect of psychological contract fulfillment on leadership and perception of justice linkage. This strengthens the perception of justice within the firm, which further proven to be of significance in terms of mediating transactional leadership and extra-role behaviors of employees. Theoretical development as well as practical implications have merged to aid the literature as well as managerial levels of tourism sector. JEL Classification: D23, M12, Z32

scholarly journals The effects of Psychological Contract Breach on Organizational Citizenship Behavior

2012 ◽  
Vol 25 (3) ◽  
pp. 589-606
Author(s):  
Jieun Park ◽  
Wonkung Oh ◽  
MinSoo Kim
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Future Research ◽  
Positive Affectivity ◽  
Contract Breach ◽  
The Relationship

This study examined that the role of dispositional affectivity in the relationship between psychological contract breach and organizational citizenship behavior (OCB). Based on data from 318 employees, we found that when the levels of promised and delivered inducements of psychological contract breach are equal, employees’ OCB increases the absolute levels of two types of inducements increase. Furthermore, we found that dispositional affectivity moderated the relationship between psychological contract breach and OCB. While positive affectivity strengthened the relationship between the delivered inducements of breach and OCB, negative affectivity moderated the relationship between the promised inducements of breach and OCB. These results contribute the psychological contract literature and employment relationship. Implications are discussed and directions for future research are provided.

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.

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).

Variations in Employee Performance in Response to Organizational Justice: The Sensitizing Effect of Socioeconomic Conditions

2016 ◽  
Vol 44 (6) ◽  
pp. 2375-2404 ◽  
Author(s):  
Marjo-Riitta Diehl ◽  
Ansgar Richter ◽  
Abiola Sarnecki
Keyword(s):  
Organizational Justice ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Meta Analysis ◽  
Counterproductive Work Behaviors ◽  
Citizenship Behavior ◽  
Socioeconomic Conditions ◽  
The One ◽  
Sensitizing Effect ◽  
The Relationship

According to uncertainty management theory (UMT), organizational justice helps individuals to cope with uncertainty. Employees will thus respond stronger to organizational justice when uncertainty is high. We contribute to UMT by highlighting poor socioeconomic conditions, specifically, weak rule of law, low human development, and high income inequality, as salient sources of uncertainty. We argue that when these conditions are unfavorable, the effects of organizational justice on employee reactions will be stronger than when they are more favorable. We test our arguments using a meta-analysis of 279 studies involving 315 samples from 31 countries. Our findings suggest that poor socioeconomic conditions raise the strength of the relationship between organizational justice on the one hand and task performance and organizational citizenship behavior on the other but not the relationship between organizational justice and counterproductive work behaviors. Our study responds to recent calls to place greater emphasis on contextual factors and to close the macro–micro gap in the literature on organizational justice.

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