The perception of the leader as an attachment figure: can it mediate the relationship between work engagement and general/citizenship performance?

The study aimed to explore the perception of the leader as a security provider as a potential mediator of the relationship between work engagement and perceived general and citizenship work performance. Five hundred and forty-two adults completed the Leader as a security provider scale, Utrecht work engagement scale, General work performance questionnaire, and Citizenship organizational behavior questionnaire to self-report on their organizational behaviors. The perception of the leader as a secure attachment figure partially mediated loyalty and adherence to the organization's rules in engaged employees. Perceived separation distress can increase interpersonal citizenship performance; however, it can decrease organizational compliance in engaged employees. Fear of losing the leader can potentially harm the organizational goals by favoring the personal relationships before organizational compliance.

The Impact of Citizenship Pressure on Organizational Citizenship Performance: A Three-Way Interactive Model

Citizenship pressure has recently been a hot topic in organizational citizenship behavior research since it aids in understanding the driving mechanism of organizational citizenship behavior. However, previous research has revealed discrepancies in the connection. This article develops a theoretical model of the impact of citizenship pressure on organizational citizenship performance based on expectancy theory. A leader–employee paired questionnaire was used to evaluate the hypotheses. The results indicate that organizational citizenship performance is positively influenced by citizenship pressure. The connection between organizational citizenship performance and citizenship pressure is positively moderated by transformational leadership. The better the transformational leadership, the greater the influence of citizenship pressure on organizational citizenship performance. Furthermore, the impact of transformational leadership on the link between citizenship pressure and organizational citizenship performance is dependent on the political skill of employees. When individuals with strong political skill encounter transformational leadership, the relationship between citizenship pressure and organizational citizenship performance is minimal. On the contrary, this relationship is enhanced when personnel with limited political skill are confronted with transformational leadership.

Influence of measurement type and the moment of occurrence of low performance behaviour's on task and citizenship performance appraisal

This research studies whether the moment of occurrence of a task or contextual behaviour with a low performance produces a primacy or recency effect and whether it causes changes in performance appraisal. We also analyzed whether the nature of assessment questionnaire items affects raters’ assessments and how the sequence of questionnaire presentation and completion may do so. Participants were 146 undergraduate students. We used a design with two inter-subject variables (questionnaire presentation and performance sequence) and one within-subject variable (global versus specific questionnaires). Findings show that if a low performance is presented at the beginning of the assessment period, the performance assessment will be more negative. Also, results indicate that task performance appraisals and contextual behaviour assessments are higher and less accurate when performed with a questionnaire that includes global items.

Beyond task performance: the concept of organizational citizenship performance

In this paper, we describe the construct of citizenship performance and briefly review some of the industrial and organizational psychology research on organizational citizenship. We discuss the history, the dimensionality, the antecedents, consequences and implications for practice, and also provide a critical analysis. The conclusions of this review are that citizenship performance is important for contemporary organizations and contemporary trends suggest it will continue to be important in the future. We encourage further research in the area of citizenship performance in other cultures beyond the US.

Citizenship performance: a study using Coleman and Borman’s model and validation of the scale

Purpose The purpose of this paper is to give prominence and further understand the Coleman and Borman (2000) citizenship performance model. This study also aims to determine and validate the scale formed from the behaviour statements defined by Coleman and Borman in the Indian context by using standard validating measures. Design/methodology/approach The citizenship performance construct was measured and validated with a sample of 150 employees working in the IT/ITES sector in Chennai, India. Exploratory and confirmatory factor analyses were performed on the 27 behavioural statements proposed by Coleman and Borman (2000), which were converted into a five-point Likert scale. Findings This paper proposes that citizenship performance can be reliably measured by the 17 items which are based on the 27 citizenship performance behaviour (CPB) statements provided by Coleman and Borman. In addition, it also confirms that citizenship performance is a second-order multi-dimensional construct. Research limitations/implications An acceptable but constrained sample was used in this study. The sample frame was limited to the IT/ITES sector in Chennai, a city in Tamil Nadu, India, to minimise cultural influences on the study. Originality/value This paper bridges and backs the conceptualisation of the Coleman and Borman (2000) model and the validation of a questionnaire based on their proposed set of CPB statements in the Indian context. This helps to measure the model with its intended questionnaire rather than borrowing items from other scales measuring other dimensions of the OCB domain.

The impact of corporate social responsibility (CSR) knowledge on corporate financial performance: evidence from the European banking industry

PurposeAssuming that corporate social responsibility (CSR) is “a process of accumulating knowledge and experience” (Tang et al., 2012, p. 1298), this paper aims to investigate whether and how CSR knowledge (Asif et al., 2013; Kim, 2017) affects financial performance in the European banking industry.Design/methodology/approachThe empirical research analyses a panel of 72 banks from 20 European countries over seven years (2009-2015). The hypotheses were tested using fixed effects regression analysis and the two-stage Heckman model (1976) to address endogeneity bias.FindingsThe findings of this work are twofold. First, consistent with the concept of knowledge absorptive capacity (Cohen and Levinthal, 1990), the internal CSR of banks (Kim et al., 2010) positively affects citizenship performance (Peterson, 2004a). Second, in line with the reputational effect of CSR (Margolis et al., 2009; Bushman and Wittenberg-Moerman, 2012), citizenship performance is a positive predictor of a bank’s financial performance.Practical implicationsFrom a knowledge-based perspective, the analysis shows that accrued internal CSR knowledge plays a key role in implementing effective CSR programs for external stakeholders. Moreover, this study shows how CSR engagement in external initiatives can improve a bank’s competitiveness because of the relationship between citizenship performance and the positive reputation of a bank.Social implicationsThe management of CSR initiatives may favor the sharing of knowledge and creation of trust relationships among banks and internal and external stakeholders. CSR knowledge contributes to expanded value creation for both society and banks.Originality/valueThe knowledge management perspective of CSR provides new insights into the sustainability of banks’ business models and contributes to advancing the debate on the governance modes and effects of CSR. Moreover, the CSR perspective offers additional opportunities for addressing the challenges associated with sharing tacit knowledge within and outside of organizations.

Rainbow Direction and fan-based citizenship performance

The success of the activist group Rainbow Direction, created by fans of the UK boy band One Direction, helped change the dominant ideology of One Direction's concerts and chip away at the long-held assertions of who fangirls are. Social media can be used to enact social change, combating the erasure of LGBT+ fans from the fangirl narrative.

Congruence in Exchange: The Influence of Supervisors on Employee Performance in Family Firms

A pluralistic focus on economic and noneconomic goals creates dissonance for family firm employees. Drawing on social exchange theory, this study explores the idea that congruence between supervisor familial status and importance placed on socioemotional wealth aids in resolving this dissonance and allows committed employees to translate their efforts into better performance. The three-way interaction results show that committed employees working for congruent supervisors experienced higher task and citizenship performance. Supervisor incongruence resulted in the opposite effect. These findings suggest supervisor genuineness is vital to employee performance because of the dissonance associated with the pluralistic goal orientation in family firms.