scholarly journals Boosting brand citizenship behavior through internal green marketing: The role of brand trust and willingness to be environmentally friendly.

2021 ◽  
Vol 2 (1) ◽  
pp. 1-9
Author(s):  
Ehdaa Amireh

Green marketing is a critical issue in today’s society. The purpose of this study is to investigate the influence of internal green marketing (IGM) on brand citizenship behavior (BCB). Drawing on the theoretical foundations of social identity theory, cognitive consistency theory, and social exchange theory, this study presents and validates a unique model that examines the mediating effect of brand trust and the moderating effect of willingness to be environmentally friendly on the relationship between IGM and BCB. Using a sample of 176 employees employed in a telecommunication company in Jordan, the findings of this study revealed that internal green marketing is a strong predictor of BCB. Further, the positive effect of internal green marketing on brand citizenship behavior is mediated by brand trust. The findings of this study also confirmed the contingent role of willingness to be environmentally friendly on the relationship between IGM and BCB. Theoretical and managerial implications have been provided accordingly.

2020 ◽  
Vol 56 (2) ◽  
pp. 195-215 ◽  
Author(s):  
Diane M. Bergeron ◽  
Phillip S. Thompson

Voice is a risky and more challenging type of organizational citizenship behavior in that it is designed to bring about change. Using conservation of resources and social exchange theories, we investigate relationships between voice, perceptions of organizational politics, and perceived organizational support (POS). We also investigate the mediating role of POS in the politics–voice relationship to determine the extent to which POS can explain this relationship. Lagged survey data from supervisor–employee dyads ( N = 257) were collected 6 weeks apart. Results show that perceptions of organizational politics were negatively related to voice, while POS was positively related to voice. POS had a mediating effect on the relationship between perceptions of organizational politics and voice. Our results underscore the importance of contextual factors in encouraging or prohibiting voice and may help managers and organizations understand how best to encourage this important change-oriented workplace behavior.


2019 ◽  
Vol 28 (3) ◽  
pp. 323-342
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.


Author(s):  
Meily Margaretha

The occurrence of a change in work motivation and loss of enthusiasm was experienced by workers associated with excessive stress or disappointment experienced in work situations. Workers with more intrinsic and extrinsic motivations are likely to experience less burnout. This study aimed to examine and analyze whether intrinsic and extrinsic motivations significantly influence job burnout. Additionally, this research investigated the individual factors associated with the effects of intrinsic/extrinsic motivation on burnout; specifically, it explored the mediating role of organizational citizenship behavior (OCB) in the relationship of employees’ job motivation with burnout. Data were collected from 97 employees from several private clinics in Jakarta, Indonesia, through questionnaires. The result of the study found that motivation (intrinsic and extrinsic) has a significant effect on job burnout. Lastly, OCB had a mediating effect on the relationship between intrinsic motivation and job burnout. The results of the study provide valuable insights into the effects of motivation on job burnout. Managerial implications exist, as managers could balance the fulfillment of employee needs that would trigger the emergence of intrinsic and extrinsic motivation; hence, it is expected to prevent the occurrence of the desire of job burnout on employees.


2018 ◽  
Vol 11 (2) ◽  
pp. 150-165 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered. Design/methodology/approach Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance. Originality/value This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.


2014 ◽  
Vol 42 (5) ◽  
pp. 731-741 ◽  
Author(s):  
Yun Guo ◽  
Jianqiao Liao ◽  
Shudi Liao ◽  
Yanhong Zhang

Although previous researchers have paid significant attention to the effect of feedback on employee behavioral outcomes, few have specifically examined the influence of developmental feedback on employee job performance. In this study we examined the influences of intrinsic motivation and social exchange on the relationship between developmental feedback and job performance. Participants were 202 supervisor-subordinate dyads from 12 enterprises in China. We found that developmental feedback had a significant positive effect on both intrinsic motivation and job performance. In addition, intrinsic motivation had a significant positive relationship with job performance but it also had a partial mediating effect on the relationship between developmental feedback and job performance. Managerial implications and directions for further research are discussed.


2019 ◽  
Vol 32 (3) ◽  
pp. 419-434 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between a leader’s behavioral integrity and employee acquiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of employee political skill, in the relationship between behavioral integrity and employee acquiescent silence, is also considered. Design/methodology/approach The data of this study encompass 913 front-line nurses from 13 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high. Practical implications The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence. Originality/value This study contributes to the literature on workplace silence by revealing the relational mechanism between behavioral integrity and employee silence. This paper also offers a practical assistance to employees in the healthcare industry and their administrators interested in building trust and high-quality manager–employee relationship, as well as lowering workplace silence.


2020 ◽  
pp. 24-46
Author(s):  
Hafiz Ghufran Ali Khan ◽  
Zafar Abass ◽  
Muhanmmed Jehanger Khan ◽  
Ijaz Ahmad

By using Social exchange theory (Blau, 1964) the current study examined the mediating effect of Career commitment in the relationship between Supervisory support (SS) and Employee Retention (EE) and the moderating role of Person Organization Fit in the relationship between Supervisory Support and Career Commitment. Data was collected from 264 respondents from the Banking and Telecom sector (Rawalpindi and Islamabad) of Pakistan. Banking and telecom were the new areas for the current study. Supervisory support and career commitment is the most important thing in banking and telecom. The main and for the most important object of current is to find out how the supervisor helps the employee to retain in origination. The second objective is how career commitment and person-organization fit helps to an employee in retention. The results show that supervisory support has a positive effect on employee retention and career commitment. The study further reveals that career commitment mediates the relationship between supervisory support and Employee Retention and Person Organization Fit moderates the relationship between Supervisory support and Career Commitment. The current study suggests that supervisors of banking and telecom sectors should support their subordinates to achieve their organizational goals effectively and efficiently. Person organization Fit is necessary for subordinates in organizations to complete their work and compete with their competitors.


2020 ◽  
Vol 4 (3) ◽  
pp. 420-428
Author(s):  
Elok Ainur Latif ◽  
Mutia Pamikatsih

This study describes the effect of perceptions of procedural justice that employees feel on the organization and supervisor. Different sources that exist in perceptions of procedural justice will affect different OCB. This influence can be proven through the mechanism of social exchange relations that occur between organizational procedural justice and OCB which is mediated by trust. This research was conducted to determine the role of the target similarity model by examining the relationship of multifoci procedural justice, social exchange, and employee OCB together. The research sample involved nurses who worked at RSI (Islamic Hospital) Fatima Cilacap. Data collection was carried out using survey methods and questionnaires. Data analysis was performed using simple regression analysis through mediation. The results of this study found that the role of procedural justice in an organization is very important. Employees who have a perception of procedural justice will feel highly valued in their role as part of the organization so that the OCB shown to the organization tends to be high. The higher the level of perceptions of procedural justice felt by employees, the motivation of these employees to always show a higher OCB towards the organization and supervisor will also increase.


2004 ◽  
Vol 6 (3) ◽  
pp. 335 ◽  
Author(s):  
Bonifacius Riwi Wijayanto ◽  
Gugup Kismono

This study examines a new attachment concept called job embeddedness as antecedent of organizational citizenship behavior (OCB). Firstly, we tested hypothesis concerning positive relationship between job embeddedness and OCB as predicted by Mitchell et al. (2001). Secondly, we tested hypothesis concerning the mediation effect of sense of responsibility in the relationship between job embeddedness and OCB.Nurses (N = 170) and their immediate supervisors ( N = 41) from five privately owned hospital in Jogjakarta participated in this study. Of 340 questionnaires distributed to the respondents, 339 were returned yielding a response rate of 99 percent. Of those returned, 300 questionnaires were available for further analyses. Nurses were asked to respond to a questionnaire of 40 items concerning perception of embeddedness and 4 item concerning sense of responsibility to their employing organization. Nurses’ citizenship behavior were measured using 12 items as rated by their immediate supervisors. The results support the hypothesis that job embeddedness correlates positively with OCB. However, our result failed to support the prediction of the mediating effect of employees’ sense of responsibility in causal relationship between job embeddedness and OCB. The implications of the findings for further research on relationship between job embeddedness and OCB research are discussed.


2016 ◽  
Vol 26 (2) ◽  
pp. 232-243 ◽  
Author(s):  
Unnikammu Moideenkutty ◽  
Stuart Schmidt

Purpose The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB). Design/methodology/approach Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors. Findings Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship. Research limitations/implications A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources. Practical implications Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB. Social implications Liking, an affective variable, may be an important influence in organizational behavior. It represents positive organizational behavior which is currently generating significant scholarly attention. Originality/value This study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first such study done in the region. In this study, the authors include trust as a representative of the quality of relationship between supervisor and subordinates. Unlike leader–member exchange (LMX), trust has rarely been related to liking in previous studies. Study tests for social exchange (including supervisory trust) as a mediator of the relationship between liking and supervisor-directed OCB.


Sign in / Sign up

Export Citation Format

Share Document