Mediating role of intrinsic work motivation in relationship between job commitment and professional ethics with firefighters' extra-role performance

Introduction: A firefighting job is a demanding job that has a high degree of stress due to constant exposure to life-threatening conditions. Therefore, the present study investigates the mediating role of intrinsic job motivation in the relationship between job commitment and professional ethics with extra-role performance among firefighters in Isfahan. Materials and Methods: The type of study was descriptive and correlational. The statistical population included all firefighters in Isfahan, from which 228 people were selected as a sample through random sampling. The instruments used include internal job motivation questionnaires (Gagne et al., 2015), job commitment (Blau, 2009), professional ethics (Hackerina, 2011), and extra-role performance (Lee and Allen, 2002). Data were analyzed by the Pearson correlation coefficient and structural equation modeling (SEM). SPSS23 and Smart PLS3 software were used for data analysis. Results: The results showed that professional ethics has a direct effect on intrinsic job motivation, extra-role performance toward organization and individual; Intrinsic job motivation affects directly on the extra-role performance toward an individual; Job commitment has a direct effect on intrinsic job motivation and extra-role performance toward the organization (P <0.05). Also, the proposed model has a good fit and by examining the indirect and mediating effects through the bootstrapping method in PLS software, was shown that intrinsic job motivation mediates the effect of job commitment and professional ethics on the extra- role performance toward the individual. Conclusion: The findings of the present study showed that professional ethics and job commitment could increase extra-role behaviors through intrinsic job motivation. Therefore, due to the role and importance of extra-role behaviors in the firefighting profession, attention to this should be considered by managers and policymakers of this organization.

Paradoxical Effects of Performance Pressure on Employees’ In-Role Behaviors: An Approach/Avoidance Model

Performance pressure acts as a double-edged sword for employees. Based on an approach/avoidance framework, we theorize that performance pressure produces both positive and negative effects on employees’ in-role behaviors via approach motivation (i.e., self-objectification) and avoidance motivation (i.e., workplace anxiety), and work meaningfulness moderates employees’ reactions to performance pressure. We examine our hypotheses using data from a sample of 345 employees in various organizations. The results show that self-objectification provides an approach motive that mediates the positive indirect effect of performance pressure on employees’ in-role behaviors. However, workplace anxiety provides an avoidance motive that mediates the negative indirect effect of performance pressure on employees’ in-role behaviors. Work meaningfulness strengthens both the approach and avoidance tendencies that employees experience under performance pressure. Our findings have significant theoretical and managerial implications.

Human Resources Management Practices Perception and Extra-Role Behaviors: The Role of Employability and Learning at Work

Human Resource Management (HRM) processes are considered the beating heart of any successful organization. Recently, several studies have highlighted how organizations can use commitment-oriented HR practices to generate organizational and individual effectiveness. The aim of this study was to verify whether the perception of HRM practices could be able to elicit extra-role behaviors and, at the same time, whether this relationship could be mediated by employability and learning conditions. The analyses were carried out on a sample of 1219 Italian workers using Structural Equation Models. The structural model yielded good fit indices and the results showed a significant and positive effect of the perception of HRM practices on both employability and learning. However, the perception of HRM practices is not directly associated with extra-role behaviors, but only through the effect of both mediators (full mediation). Practical implications about the importance of creating working conditions that are adequately oriented to the development of individual skills in order to produce indirect beneficial effects on the organization are discussed.

Going above and beyond

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings For organizational success on a global scale, companies are looking for employees who will perform above and beyond the job description. These extra-role behaviors benefit both the individual and the organization. Good strategic human resource practices (SHRPs) such as reward management (RM) and employee development (ED) can increase the potential for employees performing such organizational citizenship behaviors (OCBs). Employees who have emotional exhaustion (EE) are likely to demonstrate reduced extra-role behaviors. Managers need to ensure there are good SHRPs in place and that employee EE is reduced. Good congruence (Person-Organization fit) is beneficial for increasing OCB. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.