scholarly journals The Effects of Organisational Citizenship Behaviour on Penetration of of Risk Services in Nigeria

2020 ◽  
Vol 1 (2) ◽  
pp. 1-8
Author(s):  
Ismail Ahmodu-Tijani ◽  
Zurina Adnan
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Significant Relationship ◽  
Social Exchange Theory ◽  
Secondary Data ◽  
Exchange Theory ◽  
Scholarly Journal ◽  
Related Literature ◽  
The Core ◽  
The Future

The core objective of this paper is to examine the effect of organizational citizenship behaviour (OCB) on penetration of risk services company in Nigeria. Therefore, there is a dire need to explore this issue in the future. However, this paper drive is on effects and significance of OCB on risk services company in Nigeria. Secondary data is adopted for the review, assessment of variables and concepts of related literature, sourced from institutional material, organisational behaviourist, and articles from scholarly journal. Furthermore, this study finds out that there is significant relationship between OCB and risk services company in Nigeria. It also reveals that citizenship behavioural effort is not limited to augment effectiveness of organisations but to enhance relationships among staffs, diligent to work and value to customers according to social exchange theory. OCB as a strategy will solve penetration issues in Risk services companies.

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.

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

scholarly journals Werknemersreacties op (Exclusief) Talentmanagement

2018 ◽  
Vol 21 (3) ◽  
pp. 1-17
Author(s):  
Nicky Dries ◽  
Maria Christina Meyers ◽  
Giverny De Boeck
Keyword(s):  
Social Exchange ◽  
Psychological Contract ◽  
Social Exchange Theory ◽  
Performance Standards ◽  
Talent Management ◽  
Exchange Theory ◽  
Management Research ◽  
Work Effort ◽  
The Core ◽  
Onderzoek Naar

Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn of haar organisatie daar positief op reageert qua attitude (bv. door een sterkere betrokkenheid bij de organisatie) en gedrag (bv. door een grotere inzet op het werk). Indien dergelijke positieve reacties uitblijven, zouden organisaties namelijk moeten afstappen van de kerngedachte dat exclusief talentmanagement meerwaarde creëert door onevenredige investeringen te doen in talenten in vergelijking met de 'gemiddelde' werknemer. In dit artikel evalueren we alle bestaand onderzoek naar werknemersreacties op talentmanagement, met als doel na te gaan of bovenstaande basisveronderstelling klopt. De resultaten van ons literatuuronderzoek zijn minder eenduidig dan verwacht. Hoewel vele, zij het niet alle, studies bewijs vinden voor positieve reacties bij talenten, tonen de resultaten van meerdere studies ook aan dat de identificatie als talent aanzienlijke risico's inhoudt. Zo zullen werknemers die geïdentificeerd worden als talent bijvoorbeeld veeleisender worden in hun verwachtingen naar hun werkgever toe, en voelen ze zich onder sterke druk gezet om aan hoge prestatienormen te voldoen. We interpreteren deze resultaten vanuit de kaders van de social exchange theory, de psychologische-contracttheorie en andere theorieën die vaak worden toegepast in talentmanagementonderzoek. Op basis hiervan identificeren we mogelijke randvoorwaarden voor effectief talentmanagement in de HRM-praktijk.It is generally assumed that employees identified as talents by their organizations will react positively to this status both in terms of attitudes (e.g., increased organizational commitment) and behaviour (e.g., increased work effort). Should such positive reactions fail to manifest, the core assumption that exclusive talent management adds value to organizations, through disproportionate investments in above-average employees leading to disproportionate returns, may be untenable. In the present article we evaluate the existing empirical research on employee reactions to talent management, with the aim of weighing the evidence for the above assumption. The results of our literature review are less straightforward than expected. Although many, but not all, studies find some evidence for positive reactions among talents, multiple studies also show that being identified as a talent entails risks and side effects. For example, employees (knowingly) identified as talents will become more demanding towards their employer, but also feel more pressure to conform to strict performance standards. We interpret these findings from the frameworks of social exchange theory, psychological contract theory, and other theories often applied to talent management research. Based on all of the above we identify a number of potential boundary conditions to effective talent management in HRM practice.

scholarly journals AMIR-HASSAN COMPLICATED RELATIONSHIP

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Hertiana Ikasari
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Family Background ◽  
Low Cost ◽  
Secondary Data ◽  
Exchange Theory ◽  
Primary Data ◽  
The Novel ◽  
Important Relationship ◽  
The Relationship

The Kite Runner presents new idea and color, namely complexity of conflict toward friendship (characters) and other conflicts that happened in Afghanistan during colonization and post colonization era. There are relationships at the heart of The Kite Runner. The friendship between the two main characters, Amir and Hassan and the relationship between father and son are of importance in the novel. The first important relationship in the novel is the one between Amir and Hassan. This relationship is very complex. The objectives of the study are to analyze complicated relationship between Amir and Hassan on The Kite Runner novel and to analyze Socio-Psychological perceived on Amir and Hassan relationship The writer uses qualitative descriptive research. The writer uses the primary data and the secondary data. The primary data source is The Kite Runner novel as the object of the research. The secondary data were taken from books and journal articles supporting the analysis of Amir and Hassan relationship. The result shows that the factors influencing the relationship are similarity, reciprocity of liking and positive quality. The similarity between Amir and Hassan are on three things: family background, preference and complex problem. Based on J.W Thibaut and H.H Kelley’s social exchange theory, Amir and Hassan have good outcome, because it comes from the high rewards and low cost. Finally the value of Amir and Hassan’s relationship is the tied and interdependence relationship. It is represented by the formula: Outcome > CL > CL ALT it means: satisfactory, stable and interdependence.   Keywords: Relationship, Socio Psychology, Social Exchange Theory, Satisfactory, Stable

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.

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