scholarly journals Enhancing the organizational citizenship behavior for the environment: the roles of green training and organizational culture

2018 ◽  
Vol 13 (4) ◽  
pp. 1174-1189 ◽  
Author(s):  
Nhat Tan Pham ◽  
Quyen Phu Thi Phan ◽  
Zuzana Tučková ◽  
Nga Vo ◽  
Lien H.L. Nguyen
Keyword(s):  
Organizational Culture ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Management Practices ◽  
Environmental Concern ◽  
Hotel Industry ◽  
Citizenship Behavior ◽  
The Social ◽  
Survey Strategy

Abstract The environmental concern has become an emerging topic in organization’s human resource management strategy, especially in improving employee’s environmental behavior at work. Thus, the organizational citizenship behavior toward the environment (OCBE) has been currently attracting scholars in management. However, published studies contain research gaps in investigation of the relationships between both green training and organizational culture and OCBE, especially in the hotel industry. Following the social exchange and Ability-Motivation-Opportunity theories, this study aims to examine the effects of two green practices on OCBE and the moderating role of green organizational culture to the effect of green training on OCBE. A quantitative approach with survey strategy is employed and conducted in 4-5 star hotels to test these relationships. The PLS-SEM and K-means Cluster Analysis techniques are applied to analyze data. The findings reveal that green training and organizational culture positively influence OCBE. Also, the effect of green training on OCBE is moderated by green organizational culture. Finally, our study provides limitations of research and further studies, and the implications for management practices concerned with improving employee’s voluntary eco-behavior in the hotel industry.

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.

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”).

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.

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 Testing the Prediction of Knowledge Sharing Behavior through the Lens of Organizational Culture and Organizational Citizenship Behavior

2021 ◽  
Vol 3 (2) ◽  
pp. 27-40
Author(s):  
Siddig Balal Ibrahim ◽  
Umair Ahmed ◽  
Mohammad Sani Abdullahi
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Simple Random Sampling ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
The Impact

This research intended to focus on the impact of organizational culture on knowledge sharing by bank employees directly and indirectly through mediation by organizational citizenship behavior. For achieving the purpose, 402 employees from banks in the Kingdom of Bahrain through simple random sampling. Data were collected through questionnaires. A current study found a significant outcome of organizational culture on knowledge sharing and organizational citizenship behavior. Besides this current study also found significant results between organizational citizenship behavior and knowledge sharing. Along with significant direct results, current research also found the mediating effect by organizational citizenship behavior in relationships of organizational culture with knowledge sharing. The current study contributes notable theoretical implications under social exchange theory. In addition, the current study also provides practical learnings and recommendations for the future.

scholarly journals DETERMINAN FAKTOR DARI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DI KABUPATEN ACEH UTARA

2020 ◽  
Vol 22 (1) ◽  
Author(s):  
Jullimursyida Jullimursyida ◽  
Sapna Biby ◽  
Heni Wahyuni ◽  
Zusma Widawaty A. Wahab
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Resource Development ◽  
Citizenship Behavior ◽  
The Social

Abstract: The purpose of this study is to  analyze the determinant factors of Organizational Citizenship Behavior at Personel Agency and Human Resource Development  of Public Government Aceh Utara district that is job satisfaction and organizational culture toward organizational commitment and its influence to Organizational Citizenship Behavior. Data collection  used in this study are questionnaries using census method, with the respondents of all the employess of Personel Agency and Human Resource Development  of Public Government Aceh Utara that is consists of 65 respondents.  Path Analysis was used as the data analysis by using Statistical Package for the Social Sciences (SPSS) versi 22.0. This study showed that job satisfaction had a positive and significant effect toward organizational commitment meanwhile organizational culture had no significant effect toward organizational commitment. Job satisfaction and organizational culture had a positive and significant effect toward OCB. Mediating test, showed that organizational culture mediated fully among job satisfaction to OCB but its no mediated among organizational culture to OCB employee at Personel Agency and Human Resource Development in Aceh Utara.. Keywords: job satisfaction, organizational culture, organizational commitment, organizational citizenship behaviour (OCB).

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