scholarly journals The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

2021 ◽  
Vol 14 (1) ◽  
pp. 61
Author(s):  
Yuha Yang ◽  
Heesun Chae
Keyword(s):  
Social Exchange ◽  
Group Dynamics ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Task Interdependence ◽  
Citizenship Behavior ◽  
Future Research ◽  
Linear Modeling ◽  
The Social

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research.

Casting a Long Shadow: Leader–Leader Relationship and Employee Citizenship Behavior

2018 ◽  
Vol 26 (1) ◽  
pp. 60-72 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Self Esteem ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Relationship ◽  
Employee Citizenship

This study examines the process and context of the relationship between leader–leader exchange (LLX) and subordinate organizational citizenship behavior (OCB) such that direct supervisors’ attitudes and behaviors affect the relationship. Integrating social exchange theory with signaling theory, we argue that LLX influences the amount of OCBs that direct supervisors can obtain from subordinates and depends on direct supervisors’ organizational-based self-esteem and support. In a sample of 290 direct supervisor/subordinate-dyads, using hierarchical linear modeling, we found that LLX partially mediates through supervisor support and is positively related to OCBs, and the mediation is highest in high organizational-based self-esteem.

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.

Exploring Emotional Intelligence at Work

2017 ◽  
pp. 346-363
Author(s):  
Irem Metin Orta ◽  
Selin Metin Camgoz
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Well Being ◽  
Citizenship Behavior ◽  
Future Research ◽  
Organizational Settings ◽  
Work Related

Emotional intelligence is defined as the ability to perceive, understand, regulate, and use emotions. Organizational settings are now considered important arenas for the manifestation of human emotions. In order to establish long-term success, today's organizations continually emphasize the search for emotionally intelligent employees. This chapter provides a detailed overview of the current literature on emotional intelligence with respect to work-related attitudes, behaviors, and outcomes. In particular, it provides empirical evidence for the associations of emotional intelligence with job satisfaction, work performance, organizational commitment, organizational citizenship behavior, effective leadership, and well-being. This chapter also provides practical implications and suggestions for future research by addressing plausible moderators and mediators, which are related to emotional intelligence.

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”).

When is a Good Citizen Valued More? Organizational Citizenship Behavior and Performance Evaluation

2015 ◽  
Vol 43 (6) ◽  
pp. 1009-1020 ◽  
Author(s):  
Se Hyung (David) Oh ◽  
Ying Chen ◽  
Fubin Sun
Keyword(s):  
Performance Evaluation ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
Good Citizen ◽  
Group Context ◽  
And Performance

Organizational citizenship behaviors (OCB) have been found to affect supervisors' ratings of employee performance partially because these behaviors are distinct and, thus, capture the rater's attention. In this study, we have expanded the existing literature by recognizing the rater's readiness to detect employee OCB. Specifically, we applied the concept of bottom-up and top-down attentional capture to test our prediction that the influence of OCB on employee performance evaluation would be dependent upon the rater's motivation to detect behaviors that potentially increase group effectiveness. Results of hierarchical linear modeling analysis of data collected from 33 work groups at 5 state-owned manufacturing factories in China supported our hypotheses. Our findings suggest that the relationship between OCB and performance ratings is more complex than originally thought and that both rater's cognition and group context should be taken into consideration when investigating this relationship.

scholarly journals Physiotherapist’ job performance, impression management and organizational citizenship behaviors: An analysis of hierarchical linear modeling

PLoS ONE ◽  
2021 ◽  
Vol 16 (5) ◽  
pp. e0251843
Author(s):  
Fu-I Hou ◽  
Yu-Lung Wu ◽  
Min-Hui Li ◽  
Wan-Yun Huang
Keyword(s):  
Job Performance ◽  
Impression Management ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Linear Modeling ◽  
Individual Level

Studies on physiotherapists are generally focused on clinical professionalism, with very few examining job performance from a management standpoint. To address this gap, this study sought to investigate the relationship between impression management and organizational citizenship behavior and job performance. This study targeted medical institutions offering rehabilitation and physiotherapy services and conducted a questionnaire survey based on scales developed by domestic and foreign scholars. A total of 600 questionnaires were distributed and 523 valid ones collected. The data was tested and verified using regression analysis and hierarchical linear modeling (HLM). In the survey, the Impression Management Scale, Organizational Citizenship Behavior Scale, and Job Performance Scale indicated that at the individual level, the impression management of physiotherapists is significantly related to their organizational citizenship behaviors and job performance. The organizational citizenship behaviors were also found to have a mediating effect between impression management and job performance. At the group level, impression management had a conditioning effect on organizational citizenship behaviors and job performance. In terms of statistical methods, group-level variables act as moderators, which affects the power of individual-level explanatory variables on outcome variables, i.e., the influence of the slope. The job behaviors of physiotherapists entail direct service and their performance is closely related to organizational development. Impression management gives people certain purposes and behaviors while organizational citizenship behaviors are a type of non-self-seeking, selfless dedication behaviors. Therefore, the motivation of physiotherapists who demonstrate organizational citizenship behaviors should be further explored.

Exploring Emotional Intelligence at Work

2017 ◽  
pp. 188-205 ◽  
Author(s):  
Irem Metin Orta ◽  
Selin Metin Camgoz
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Well Being ◽  
Citizenship Behavior ◽  
Future Research ◽  
Organizational Settings ◽  
Work Related

Emotional intelligence is defined as the ability to perceive, understand, regulate, and use emotions. Organizational settings are now considered important arenas for the manifestation of human emotions. In order to establish long-term success, today's organizations continually emphasize the search for emotionally intelligent employees. This chapter provides a detailed overview of the current literature on emotional intelligence with respect to work-related attitudes, behaviors, and outcomes. In particular, it provides empirical evidence for the associations of emotional intelligence with job satisfaction, work performance, organizational commitment, organizational citizenship behavior, effective leadership, and well-being. This chapter also provides practical implications and suggestions for future research by addressing plausible moderators and mediators, which are related to emotional intelligence.

scholarly journals The Employee–Organization Relationship and Organizational Citizenship Behavior

2016 ◽  
Author(s):  
Jacqueline A-M. Coyle-Shapiro ◽  
Marjo-Riitta Diehl ◽  
Chiachi Chang
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Psychological Contracts ◽  
Citizenship Behavior ◽  
Future Research ◽  
Theoretical Ground ◽  
Economic Exchange ◽  
Idiosyncratic Deals

Drawing upon social exchange theory and the norm of reciprocity, we review the employee–organization relationship (EOR). A number of EOR frameworks share common theoretical ground yet have developed independently: psychological contracts, perceived organizational support, employment relationship, social and economic exchange, and idiosyncratic deals. We examine the empirical evidence linking each of the frameworks to employees’ organizational citizenship behavior (OCB). Relationships based on minimal investment (quasi-spot contracts and transactional psychological contracts) and psychological contract breach are negatively related to OCB. Economic exchange is unrelated to OCB. Relationships that demonstrate investment, support, fulfillment of obligations, and granting of idiosyncratic deals are positively related to OCB because they signal a trusting and benefit conferring relationship. We outline challenges and future research directions that address the “value addedness” of the EOR frameworks.

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