A Study on the Junior Staff’s Emotional Labor on the Quality of LMX, Organizational Citizenship Behavior and Customer Orientation: Focusing on the flight attendants of airlines

2017 ◽  
Vol 32 (2) ◽  
pp. 201-224
Author(s):  
Hee-Jeong Hong ◽  
Tae-Young Cho
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Emotional Labor ◽  
Customer Orientation ◽  
Flight Attendants ◽  
Citizenship Behavior

scholarly journals Social Capital and Organizational Citizenship Behavior: Double-Mediation of Emotional Regulation and Job Engagement

2018 ◽  
Vol 10 (10) ◽  
pp. 3600 ◽  
Author(s):  
Sung-Hoon Ko ◽  
Yongjun Choi ◽  
Seung-Yoon Rhee ◽  
Tae Moon
Keyword(s):  
Social Capital ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Emotional Labor ◽  
Emotional Regulation ◽  
Mediation Effect ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Surface Acting ◽  
Deep Acting

Despite an enduring interest in emotional labor, the effects of social capital on the emotional regulation process remain relatively underexplored. Using the job demands-resources model, we propose that social capital provides employees with the job resources required for deep acting. We also propose a double-mediation effect of deep or surface acting and job engagement, through which employee social capital can increase organizational citizenship behavior (OCB). Empirical results using data from 330 employees selling financial or insurance products in South Korea support our hypotheses that deep acting by sales employees and job engagement sequentially mediate the positive relationship between social capital and OCB.

Organizational Citizenship Behavior of Information System Personnel

2011 ◽  
Vol 24 (4) ◽  
pp. 77-93 ◽  
Author(s):  
Tzy-Yuan Chou ◽  
James J. Jiang ◽  
Gary Klein ◽  
Seng-Cho T. Chou
Keyword(s):  
Information System ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Management Literature ◽  
Member Exchange ◽  
Communication And Coordination

Leader-member exchange (LMX) represents the quality of interaction between leaders and members of a work unit, such as the information system function within an organization. LMX is expected to improve organizational citizenship behavior, beneficial behaviors not explicitly rewarded, but prior research has failed to establish this link satisfactorily. To determine the influence of LMX in the IS environment, a model is developed based on the background in the IS and management literature that considers LMX an important contributor to job satisfaction and organizational commitment. In turn, organizational commitment influences both work quality and organizational citizenship behaviors in a beneficial way. The model is confirmed with a sample of IS professionals in Taiwan. The results show that effective communication and coordination is crucial between leaders and subordinates at levels within the organization not previously considered.

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