The Role Of Organizational Citizenship Behavior and Voice Behavior in the Relationship Between Proactive Personality and Job Performance

Superior Performance ◽

Citizenship Behavior ◽

Healthcare Organizations ◽

Content Type ◽

Purpose The purpose of this paper is to explore the relationship between organizational citizenship behavior (OCB) and job performance. It also examines the mediating role of social capital in influencing the relationship between OCB and job performance. Design/methodology/approach The study explores the dynamic relationship among the variables of OCB and job performance and social capital. Data were collected from 501 respondents working in 15 healthcare organizations in Kolkata, India, through questionnaire survey. Likert-type rating scales of OCB, job performance and social capital with sound reliability and validity were used to carry out the survey. The data were analyzed using structural equation modeling. Findings The results of the present study show that OCB significantly predicts job performance in healthcare organizations. Social capital found to be a significant mediator between OCB and job performance. Research limitations/implications The findings of the study have a number of implications for organizations in acknowledging and leveraging social capital and encouraging OCB to facilitate superior performance of employees. The generalization of the findings of the study should be restricted to the healthcare organizations in Kolkata due to its own style of functioning, workforce and work environment. The role of demographic variables in influencing the outcome measures has not been considered for the present study. Further research on these aspects may reveal more interesting results with regard to the dynamics among organizational citizenship behavior, social capital and job performance. Practical implications Employee-friendly management practices should be adopted in organizations to facilitate the formation of network building and development of social capital which serves as an asset to organizations and creates competitive advantage. Originality/value The research findings enrich our understanding of voluntary social participation and citizenship behavior of employees for influencing performance at work. The study also provides useful and unique insight on the benefits of networking in healthcare organizations particularly helping employees to cope with emergency situations. The findings as well as methodology used in this study are original and unique.

Proactive personality and job performance of athletic coaches: organizational citizenship behavior as mediator

Palgrave Communications ◽

10.1057/s41599-020-0410-y ◽

2020 ◽

Vol 6 (1) ◽

Author(s):

Chia-Huei Hsiao ◽

Fong-Jia Wang

Keyword(s):

Job Performance ◽

Proactive Personality ◽

Citizenship Behavior ◽

Athletic Coaches ◽

Personality And Job Performance

Sustainability of Positive Psychological Status in the Workplace: The Influence of Organizational Psychological Ownership and Psychological Capital on Police Officers’ Behavior

Sustainability ◽

10.3390/su13052689 ◽

2021 ◽

Vol 13 (5) ◽

pp. 2689

Author(s):

Yu-Shan Chen ◽

Chun-Ming Lien ◽

Wei-Yuan Lo ◽

Fuh-Shyong Tsay

Keyword(s):

Job Performance ◽

Police Officers ◽

Psychological Capital ◽

Psychological Ownership ◽

Psychological Status ◽

Citizenship Behavior ◽

Equation Modeling ◽

Drawing on the theory of conservation of resources (COR), the purpose of this study is to examine the mechanisms through which employee organizational citizenship behavior and job performance are affected by positive psychological status at work. Structural equation modeling was applied to analyze the data collected from 543 police officers in Northern Taiwan. The empirical results reveal that organizational psychological ownership positively associated with psychological capital, and psychological capital positively associated with both job performance and organizational citizenship behavior. Additionally, this study demonstrates that the relationship between organizational psychological ownership and job performance and organizational citizenship behavior are both fully mediated by psychological capital. Organizational psychological ownership and psychological capital are both positive psychological strengths to assist employees facing stressful work circumstances. The importance of examining the relationship between the components of organizational psychological ownership, psychological capital, job performance, and organizational citizenship behavior is pointed out due to the importance of organizations promoting the development of psychological resources to promote sustainable positive behavior and results in the workplace.

The Effect of Self-concept and Organizational Identity on Organizational Citizenship Behavior ( A Case Study in Social Security Organization of Isfahan city)

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v2i1.1119 ◽

2012 ◽

Vol 2 (1) ◽

pp. 175

Author(s):

Sayyed Mohsen Allameh ◽

Saeed Alinajimi ◽

Ali Kazemi

Keyword(s):

Social Security ◽

Organizational Behavior ◽

Organizational Identity ◽

Self Concept ◽

Citizenship Behavior ◽

Isfahan Province ◽

During the two recent decades, researchers of organizational behavior have paid special attention to extra-social behavior in organizations, and there has been specific focus on employees' affairs which are developed beyond formal job demands. Globalization era has created increased inter-individual mutual dependencies among organizations and groups. Thus, it has made more need for extra-social cooperation and interaction inside and outside the organizations. Therefore, organizational citizenship behavior plays a role in increasing the effectiveness and durability of the organization. The main purpose of this survey is to study the manner of impact of self-concept, and organizational identity on organizational citizenship behavior of employees of Social Security Corporation in Isfahan province and also to examine the existence of the balancing role of self-concept variable in the relationship between organizational identity and organizational citizenship behavior. This survey was conducted using descriptive-metrical method. Obtained results of this survey reveal that organizational citizenship behavior is affected by organizational identity, and self-concept; and each variable of organizational identity has positive correlation with organizational citizenship behavior. It means that by strengthening and improving the above variables it is possible to enhance organizational citizenship behavior. Also, results demonstrate that self-concept balances the relationship between organizational identity and organizational citizenship behavior.

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

Journal of Management Sciences ◽

10.20547/jms.2014.1502204 ◽

2015 ◽

Vol 2 (2) ◽

pp. 274-289 ◽

Cited By ~ 2

Author(s):

Hina Jaffery ◽

Hassan Farooq

Keyword(s):

Job Performance ◽

Citizenship Behavior ◽

Structural Empowerment ◽

Mediating Role ◽

Behavior Organization ◽

The Impact

The effects of Psychological Contract Breach on Organizational Citizenship Behavior

The Korean Journal of Industrial and Organizational Psychology ◽

10.24230/kjiop.v25i3.589-606 ◽

2012 ◽

Vol 25 (3) ◽

pp. 589-606

Author(s):

Jieun Park ◽

Wonkung Oh ◽

MinSoo Kim

Keyword(s):

Psychological Contract ◽

Citizenship Behavior ◽

Psychological Contract Breach ◽

Future Research ◽

Positive Affectivity ◽

Contract Breach ◽

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.