PSYCHOLOGICAL AND PEDAGOGICAL SUPPORT FOR THE GENDER IDENTITY FORMATION AT THE STAGE OF PRESCHOOL

The article reveals the features of the cognitive, emotional and behavioral components of preschoolers’ gender identity. An important condition for the formation of gender identity is the qualitative content of the developing subject-spatial environment. Psychological and pedagogical support for the formation of gender identity at the stage of preschool childhood is to create conditions for the successful assimilation of gender-role behavior in the play activities of preschoolers.

Identifying and cultivating voluntary helpful employee behavior

Purpose This essay is practitioner-focused and aims to provide the manager or supervisor with a summary of critical information regarding voluntary, employee helpful behavior or organizational citizenship behavior (OCB). The summary helps explain motivation and predispositions per OCB, as well as explicit advice regarding ways to encourage and, perhaps, recognize this desired behavior. Design/methodology/approach Methodology is grounded on two elements. First, a literature review of empirical and other research on OCB, pro-social behavior, extra-role behavior, and contextual performance. Second, based on review and brief analysis of features of the behavior to include: definitions, motivation/predispositions, and employee performance, explicit guidance is offered for managers. Findings Critical information is provided about OCB and voluntary helpful behavior. The objective is to identify important aspects of the behavior and place it in a format that is accessible to the typical manager or supervisor. This approach can assist the manager to create appropriate means to identify the desired behavior as well as to encourage it. Practical implications Virtually all of the empirical research on OCB and other forms of voluntary helpful behavior make the case that such behavior is most desirable for the organization, manager, and co-workers. The research also points out that not all employees who engage in the behavior have expectations of recognition or any form of reward for their actions. This essay gives the practitioner information regarding observation of the behavior and its motivation. In addition, advice is provided to assist in stimulating the desired behavior. Originality/value Currently, nearly all of the expressions of OCB and voluntary helpful employee behavior are found in academic journals and related literature. Typically, these sources of information are not readily available to practicing managers. This condition is what prompts an essay aimed at practitioners that captures the essential aspects of the voluntary, desirable employee behavior as well as practical advice.

Research on the Influence Mechanism of Platform Corporate Social Responsibility on Customer Extra-Role Behavior

Platform enterprises, which are growing in both quantity and scale, have been inseparable from modern life. In China, the laws specific to platform enterprises fall behind their ever-changing business model. Hence, it is an urgent requirement that platform enterprises undertake their social responsibilities, which will influence consumer extra-role behaviors besides bringing reputation advantages to the enterprises. Based on the motivation theory and social exchange theory, this paper divides corporate social responsibility (CSR) into business ethical responsibility and public welfare responsibility using the CSR division method proposed by McWilliams and Siegel, puts forward self-moral restraint as the proxy variable for business ethical responsibility and explains the relationship between CSR and customer extra-role behavior. It is found that customer extra-role behavior is positively influenced by platform enterprises’ social responsibility. The perception of interest consensus exerts a positive influence on extra-role behavior, so does the perception of service identity. The public welfare responsibility is positively influenced by business ethical responsibility.

Exploring the impacts of network mechanisms on knowledge sharing and extra-role behavior

Purpose This study aims to not only develop measurements of preferential attachment and homophily mechanisms based on their definitions and network theory but also examine the associations among these network mechanisms, community commitment, knowledge sharing and community citizenship behavior. Design/methodology/approach In total, 250 valid questionnaires are collected to examine the hypothesized associations. These hypotheses are examined by using partial least squares structural equation modeling. Findings The findings reveal both mechanisms are beneficial to develop new entrants’ emotional attachment to a virtual community, thereby motivating knowledge sharing and community altruistic behavior. The results contribute some practical and theoretical implications that are very helpful for the conceptualization of network mechanisms, community development, relationship management and incentives for extra-role behavior. Originality/value The literature on the link between network selection mechanisms and knowledge sharing remains unknown. This study is the pioneer to disclose this unknown association and examine the impacts of preferential attachment and homophily network mechanisms.

Influence of Motivational Human Resource Management Practices on Employee Role Behavior

Based on the perspective of social network, the study of motivational human resource management practice on employee behavior has far-reaching significance for theory and reality. This paper explores the relationship between the two dimensions of motivational human resource management practice and employee role behavior. Mainly use statistical software such as SPSS, AMOS, and HLM to conduct exploratory factor analysis, correlation analysis, regression analysis, and mediating effect analysis of data. It shows Motivational Human Resource Management Practices (MHRMP) is positively correlated with employee behavior; MHRMP is positively correlated with job embeddedness; Job embeddedness mediates the relationship between MHRMP and employee behavior. This paper adopts a cross-level research method, the research level is from the organizational level to the individual level. The discussion of motivational human resource management practice and employee individual behaviors can also provide references for the construction of cooperative human resource practices.

Influence of Motivational Human Resource Management Practices on Employee Role Behavior

Based on the perspective of social network, the study of motivational human resource management practice on employee behavior has far-reaching significance for theory and reality. This paper explores the relationship between the two dimensions of motivational human resource management practice and employee role behavior. Mainly use statistical software such as SPSS, AMOS, and HLM to conduct exploratory factor analysis, correlation analysis, regression analysis, and mediating effect analysis of data. It shows Motivational Human Resource Management Practices (MHRMP) is positively correlated with employee behavior; MHRMP is positively correlated with job embeddedness; Job embeddedness mediates the relationship between MHRMP and employee behavior. This paper adopts a cross-level research method, the research level is from the organizational level to the individual level. The discussion of motivational human resource management practice and employee individual behaviors can also provide references for the construction of cooperative human resource practices.

Unethical Leadership and Employee Extra-Role Behavior in Information Technology Sector: A Moderated Mediation Analysis

During the COVID-19 pandemic, enterprises were obliged to employ social media and digital tools to complete ordinary work. The pandemic has created a series of complexities and challenges, which have hampered harmonic contact between leaders and followers. The indirect relationship between unethical leadership and extra-role behavior (EXB) via psychological empowerment (PYE) is investigated in this study. We also look into the role of perceived organizational support (POS) as a moderator in the link between unethical leadership and PYE, as well as the indirect link between unethical leadership and EXB. Data were obtained from 258 supervisor–employee dyads from various small- and mid-sized information technology (IT) enterprises using time lag data. Unethical leadership has an impact on employee psychological empowerment as well as EXB. The findings of this study indicated that POS also mitigated the negative consequences of unethical leadership on employee psychological empowerment. Similarly, the role of psychological empowerment as a mediator in the link between unethical leadership and employee EXB is influenced by POS. This study will also benefit researchers and practitioners interested in human resource practices in the IT industry.

The Effect of Organizational Culture and Employee Competence on Organizational Citizenship Behavior (OCB) with Work Motivation as a Mediation Variable (Case Study in Pekalongan District Land Office)

Having skilled employees is not enough to achieve the goals of an organization. What is most important is how to manage qualified employees to demonstrate their performance actively and engage in work and organizations with skills that cover all or even beyond their formal roles and responsibilities. Employees are expected by the organization, not in terms of completing tasks that conform to usual behavior but also behavior that provides performance that exceeds expectations or extra-role behavior. This extra-role behavior is also known as OCB. In this study, three variables can affect OCB, namely organizational culture, employee competence, and motivation as mediating variables. In measuring the relationship between the third variable and OCB, the researcher uses the SmartPLS application. And the results of the study show that organizational culture has a positive and significant effect on OCB, employee competence has a positive and significant effect on OCB, motivation can mediate the effect of employee competence on OCB but work motivation cannot judge the relationship between organizational culture and OCB.