HOW DO HIGH PERFORMANCE WORK SYSTEMS (HPWS) AFFECT COLLECTIVE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)? A COLLECTIVE SOCIAL EXCHANGE PERSPECTIVE.

Recently, capturing within-organization variability during the implementation of high performance work systems (HPWS) has received considerable attention; however, the source of such variability has rarely been considered. If the utilization of HPWS is positively related to performance outcomes, examining factors contributing to an effective implementation may yield significant theoretical and practical implications. For this purpose, this study extends the extant HPWS literature in two ways. First, we attempt to conceptualize team-level HPWS intensity and identify antecedents of variance across teams. Specifically, we regard the visible role of team managers in the process of HPWS implementation as a primary interpretive filter that makes team members perceive differences in HPWS intensity, which in turn affects team performance. Second, we posit that if human resources (HR) policies are viewed as an exchange agreement between the organization and its employees, then a team manager more actively enforcing espoused HR practices may positively influence the sense of human resource management (HRM)–induced psychological contract fulfillment of team members, which in turn influences individual in-role performance and organizational citizenship behavior (OCB). Our hypotheses are tested with data from 183 matched responses from 51 teams, and the results generally support both the team-level and multilevel hypotheses. We discuss the theoretical and managerial implications of our study.

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High Performance Work Systems Reality in Multinational Subsidiaries: Lessons from South Eastern European Periphery

Annals of Contemporary Developments in Management & HR ◽

10.33166/acdmhr.2021.01.005 ◽

2021 ◽

Vol 3 (1) ◽

pp. 43-52

Author(s):

Loukas K. Tsironis

Keyword(s):

Job Satisfaction ◽

Organizational Performance ◽

Organizational Citizenship Behavior ◽

High Performance ◽

Positive Relationship ◽

Citizenship Behavior ◽

Work Systems ◽

High Performance Work Systems ◽

European Periphery ◽

Underlying Mechanisms

Recently, a number of studies have focused on the positive relationship between high-performance work systems (HPWS) and organizational performance and its underlying mechanisms. European countries in general and former communist countries is particular have been largely overlooked. It seems crucial to assess the importance of HPWS and its impact on organizational performance in MNC subsidiaries operating in the region. The study examines the sequential mediation of job satisfaction and organizational citizenship behavior (OCB) in the HPWS-organizational performance link. Quantitative data was collected from 181 participants working in MNC subsidiaries operating in the Balkan region (Romania, Serbia, Bulgaria, Albania, FYROM, and Kosovo). The study employed Baron and Kenny (1986) approach to mediation analysis. Findings showed a positive relationship between HPWS and organizational performance. OCB had a partial mediating value in the HPWS performance link. Similarly, job satisfaction partially mediates the relationship between HPWS and organizational performance.

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The Power of Negative Disposition: An Examination of Trait and State Negative Affect With OCBI and OCBO

Group & Organization Management ◽

10.1177/1059601118819893 ◽

2018 ◽

Vol 44 (6) ◽

pp. 1136-1172

Author(s):

Mark Geiger ◽

Jeong-Yeon Lee ◽

Mingang K. Geiger

Keyword(s):

Negative Affect ◽

Social Exchange ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Citizenship Behavior ◽

Research And Practice ◽

State Negative Affect

The authors developed and tested a two-by-two framework that identifies the strength of relationships between facets of negative affect (trait and state) and facets of organizational citizenship behavior (OCBI and OCBO). The framework is based on a stream of research concerned with dispositional- and situational-based predictors of OCB and is complemented with the phenomenon of social exchange spillover. Hypotheses were developed and tested using meta-analytic data to provide an authoritative perspective on the relationships of interest. The results largely support the proposed framework and suggest the strongest relationships are those between trait negative affect and OCBO, whereas the weakest relationships are those between state negative affect and OCBI. The authors discuss implications for research and practice concerning relationships between negative affect and OCB.

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The influencing outcomes of job engagement: an interpretation from the social exchange theory

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-03-2017-0054 ◽

2018 ◽

Vol 67 (5) ◽

pp. 873-889 ◽

Cited By ~ 7

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.

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Impact of individual psychological contract breach on organizational citizenship behavior at individual level: Mediating role of trust in supervisor

Journal of Business & Tourism ◽

10.34260/jbt.v6i1.202 ◽

2021 ◽

Vol 6 (1) ◽

pp. 373-390

Author(s):

Athar Marwat ◽

Dr. Adil Adnan

Keyword(s):

Social Exchange ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Psychological Contract ◽

Citizenship Behavior ◽

Psychological Contract Breach ◽

Contract Breach ◽

Mediation Effects ◽

Individual Level ◽

Indirect Relationship

This study investigates the relationship between individual psychological contract breach on organizational citizenship behavior at individual level and to test the mediation effects of trust in supervisor. The study was carried out in software industry of KPK, Pakistan. Data was gathered from 337 operational level executive (i.e. executive, assistant manager, manager) through randomly selected sampling method. Numerous statistical techniques (correlation, regression) had been used to deduct the results. Results indicate that individual psychological contract breach significantly predicts organizational citizenship behavior at individual level and with trust in supervisor and fully mediates the indirect relationship between individual psychological contract breach and organizational citizenship behavior at individual level. This research also provides the empirical evidence regarding significance of individual psychological contract grounded on social exchange and affective events theory in the context of KPK, Pakistan. Lastly, contribution of study, limitations and future directions are also discussed.

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Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

International Journal of Contemporary Hospitality Management ◽

10.1108/ijchm-06-2020-0538 ◽

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.

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Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph16101731 ◽

2019 ◽

Vol 16 (10) ◽

pp. 1731 ◽

Cited By ~ 14

Author(s):

Tahir Farid ◽

Sadaf Iqbal ◽

Jianhong Ma ◽

Sandra Castro-González ◽

Amira Khattak ◽

...

Keyword(s):

Procedural Justice ◽

Social Exchange ◽

Organizational Citizenship ◽

Work Engagement ◽

Organizational Citizenship Behavior ◽

Social Exchange Theory ◽

Banking Sector ◽

Citizenship Behavior ◽

Individual Level ◽

The Individual

Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.

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Impact of Employees' Perceived Corporate Social Responsibility on Organizational Citizenship Behavior

International Journal of Customer Relationship Marketing and Management ◽

10.4018/ijcrmm.2020070102 ◽

2020 ◽

Vol 11 (3) ◽

pp. 25-38

Author(s):

Tahniyath Fatima

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Social Exchange ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Social Identity Theory ◽

Attribution Theory ◽

Citizenship Behavior ◽

Corporate Social ◽

The Impact

Perceived reality plays a more prominent role in shaping one's attitudes and behaviors than the actual reality itself. Research on perceived corporate social responsibility (PCSR) has gained interest and this research study examines the specific relationship of PCSR with a discretionary behavioral construct, organizational citizenship behavior (OCB). Building upon social theories such as the social identity theory, social exchange theory, social learning theory, and social attribution theory, a conceptual framework is proposed that identifies the impact of internal and external moderators on the PCSR-OCB relationship. Through proposing the impact of external moderators, the researcher aims to bring in objectivity when assessing PCSR, a subjective construct. Further contributions to research and practitioners are highlighted and future avenues for research are discussed.

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More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism

The Journal of Applied Behavioral Science ◽

10.1177/0021886320977322 ◽

2020 ◽

pp. 002188632097732

Author(s):

Gi Ryung Song ◽

Kyoung Seok Kim

Keyword(s):

Social Exchange ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Social Exchange Theory ◽

Social Activity ◽

Citizenship Behavior ◽

Absolute Level ◽

Profile Similarity ◽

Research Stream ◽

Behavior Profile

As positive nontask behavior, organizational citizenship behavior (OCB) is a well-known concept that has been investigated by numerous studies. However, weakness in the research stream is viewing this concept from the perspective of the actor. In this study, OCB is considered as a social activity that assists actors’ survival in their organizations, and how OCB affects ostracism that effectively reflects belonging in the organization is investigated. Moreover, to identify the relationship in detail, three different independent variables are used, including OCB, OCB aggregate gap, and OCB profile similarity, using social exchange theory and similarity attraction theory. The analysis is conducted using samples from 210 employees who work for Korean companies. The results indicate that OCB profile similarity has a stronger effect on reducing ostracism than the absolute level of OCB and the OCB aggregate gap.

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