The Perceived Family Friendly Management and Organizational Citizenship Behavior : Focused on the Social Exchange Theory

2017 ◽  
Vol 30 (6) ◽  
pp. 2091-2117
Author(s):  
Young-Wol Choi ◽  
Soon-Sik Kwon
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
The Social ◽  
Family Friendly

The influencing outcomes of job engagement: an interpretation from the social exchange theory

2018 ◽  
Vol 67 (5) ◽  
pp. 873-889 ◽  
Author(s):  
Nan Yin
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Content Type ◽  
The Social

Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

2021 ◽  
Vol 33 (2) ◽  
pp. 670-692
Author(s):  
Jessica Vieira de Souza Meira ◽  
Murat Hancer
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Service Oriented

Purpose This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships. Design/methodology/approach Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis. Findings Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior. Originality/value Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

scholarly journals Organization Citizenship Behavior: Notion of Social Exchange Theory

2017 ◽  
Vol 3 (2) ◽  
pp. 209-216 ◽  
Author(s):  
Malka Liaquat ◽  
Khawaja Mehmood
Keyword(s):  
Organizational Behavior ◽  
Conceptual Model ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Future Directions ◽  
Organization Citizenship Behavior

Purpose: Employee-organization relationship has been one of the main interesting and debatable constructs in discussion of organizational behavior. This study attempts to propose possible antecedents through which not only this relationship could be enhanced but also provide insights for factors to bring voluntary activities among employees to carry out extra duties for organizational wellbeing. Based on the notion of Social Exchange theory (SET), the paper attempts to highlight the organizational and individuals factors that could act as key mechanisms for leading towards organizational citizenship behavior. Therefore, based on the existing literature, the association among variables has been established along with which a conceptual model is proposed and conclusions stating the possible future directions for testing of the model are presented.

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.

scholarly journals Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice

2019 ◽  
Vol 16 (10) ◽  
pp. 1731 ◽  
Author(s):  
Tahir Farid ◽  
Sadaf Iqbal ◽  
Jianhong Ma ◽  
Sandra Castro-González ◽  
Amira Khattak ◽  
...  
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Citizenship Behavior ◽  
Individual Level ◽  
The Individual

Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism

2020 ◽  
pp. 002188632097732
Author(s):  
Gi Ryung Song ◽  
Kyoung Seok Kim
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Social Activity ◽  
Citizenship Behavior ◽  
Absolute Level ◽  
Profile Similarity ◽  
Research Stream ◽  
Behavior Profile

As positive nontask behavior, organizational citizenship behavior (OCB) is a well-known concept that has been investigated by numerous studies. However, weakness in the research stream is viewing this concept from the perspective of the actor. In this study, OCB is considered as a social activity that assists actors’ survival in their organizations, and how OCB affects ostracism that effectively reflects belonging in the organization is investigated. Moreover, to identify the relationship in detail, three different independent variables are used, including OCB, OCB aggregate gap, and OCB profile similarity, using social exchange theory and similarity attraction theory. The analysis is conducted using samples from 210 employees who work for Korean companies. The results indicate that OCB profile similarity has a stronger effect on reducing ostracism than the absolute level of OCB and the OCB aggregate gap.

Revisiting the “give and take” in LMX

2018 ◽  
Vol 47 (2) ◽  
pp. 555-571 ◽  
Author(s):  
Yu Han ◽  
Greg Sears ◽  
Haiyan Zhang
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Equity Theory ◽  
Equity Sensitivity ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Member Exchange

Purpose Drawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and two types of organizational citizenship behavior (OCB): affiliative and change-oriented OCB. Further, equity sensitivity, a dispositional variable reflecting one’s tendency to “give” or “take” in their interpersonal interactions, was tested as a moderator of these effects. Design/methodology/approach Data were collected from a sample of 240 manufacturing employees in China and their respective supervisors. Multilevel analyses were conducted to test the hypothesized effects. Findings LMX was found to be positively associated with affiliative, but not change-oriented OCB. Equity sensitivity moderated these relationships, such that LMX was positively associated with both types of OCB when employees are benevolent, but not when they are entitled. Research limitations/implications Given the different pattern of relationships that were observed between LMX and affiliative vs change-oriented OCB, the results suggest that LMX may differentially influence these two types of OCB. Future studies should continue to explore the role of dispositional traits in moderating the effects of LMX, including less desirable (“negative”) traits. Originality/value Very few studies have examined the role of dispositional variables in moderating the effects of LMX. Consistent with principles of the social exchange and equity theory, the results suggest that LMX will only be associated with OCB when employees are benevolent (i.e. they are “givers”), and not when they are entitled (i.e. they are “getters”).

scholarly journals Nexus among Perceived Organizational Politics and Organizational Citizenship Behavior Under the lenses of Social Exchange Perceptions

2020 ◽  
pp. 7-16
Author(s):  
Ayesha Nawal ◽  
Zainudin Awang ◽  
Asad ur Rehman ◽  
Hamid Mehmood
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Organizational Politics ◽  
Negative Influence ◽  
Positive Influence ◽  
Citizenship Behavior ◽  
Indirect Relationship

Employee-organization relationship is most debatable and interested phenomena of organizational behavior research stream. This study aims to investigate the influence of perceived organizational politics on organizational citizenship behavior under the lenses of social exchange theory. This study also propose that perceptions of social exchange not only mitigate the influence of perceived organizational politics but also enhance employees’ voluntary efforts to engage in extra-role behaviors. Data was collected from the staff of SMEs operating in Lahore, Pakistan. Structured questionnaires were used to collect data from target respondents. Results revealed that perceived organizational politics do not directly have negative influence on organizational citizenship behavior. However, perceived organizational politics has effect on social exchange perceptions and social exchange perceptions have positive influence on citizenship behavior. Indirect relationship exists among POP and OCB which is fully mediated by social exchange perceptions.

Hotel Employees' Psychological Empowerment Influence on Their Organizational Citizenship Behavior Towards Their Job Performance

2020 ◽  
pp. 284-304
Author(s):  
Ruth Sabina Francis ◽  
Elangkovan Narayanan Alagas
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Hospitality Industry ◽  
Psychological Empowerment ◽  
Hotel Industry ◽  
Citizenship Behavior ◽  
Hotel Employees

The success of the hospitality industry is dependent on its employees and their management towards the achievement of the organization's objectives. One of the perplexing concerns gripping the hotel industry is the dearth of qualified managerial and non-managerial human resources that drastically affects the job performance of the hotel employees and the organization as a whole. In the hospitality industry, especially hotels, where guests are treated with passion, the employees' organizational citizenship behaviour plays a crucial role to influence their job performance. This study is aimed at investigating the employees' psychological empowerment traits and their organizational citizenship behavior traits that influence their job performance. The conceptual model of the study is based on social exchange theory. The study's propositions will help review the policies of the hotel industry in terms of human resource management, add value to the existing body of literature, and give strategies for managers and supervisors in the hotel industry to achieve the desired performance through their employees.

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