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Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship Behavior and In-Role Behavior
Abstract
Previous organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction a nd organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors. The link between the present findings and previous research is discussed, as are directions forfuture research.
... Consequently, Employees' Job Performance (EJP) is a key aspect used to manage this dynamic situation in different sectors (Campbell & Wiernik, 2015;Groth et al., 2019;Subramony, 2017). Williams and Anderson (1991) defined job performance as being "multidimensional, as employees may deliver different kinds of inputs to further organizational goals". Hence, according to the state global work place report (2019), only 38 % of employees in Sri Lanka are productive, while 62% are either actively unproductive or passively unproductive. ...
... The main focus of job performance is an employee's results, which can be either nonfinancial or financial. According to Williams and Anderson (1991), EJP is defined as employees' contribution in a variety of ways to support organizational objectives, making it a multifaceted construct. Performance may include both in-role performance and extra-role performance. ...
... Furthermore, Employees' job performance can be operationalized based on a sevenitem scale adopted from Williams & Anderson (1991). Moreover, Psychological empowerment is to be measured with the seven-item scale presented by Spreitzer (1995). ...
Purpose: Employees’ Job Performance plays an important role in organizations that provide high-quality products and services, and customer centrality serves as a strategy used to maintain competitive advantages in an ever-evolving business environment. Therefore, job performance can be affected by the context of an organization’s business strategy, for example, Customer Oriented Business Strategy (COBS), called vertical fit. The implementation of High Performing Human Resource Management Practices (HPHRMP) on a bundling basis ensures that there is an interaction among them that is known as horizontal fit in an organization. Therefore, this paper discusses how HPHRMP is essential to enhance the performance of employees and organizations from the vertical fit and horizontal fit perspectives. Design/Methodology: The paper focuses on model development and is anchored on the deductive approach within the positivism paradigm. The Job Demand Resource Theory and Resource Based View Theory have been used to strengthen the theoretical foundation. Implications: The paper highlights certain theoretical implications for academia and managerial implications for organizations’ management. Originality/Value: This paper adds value and knowledge to the academia as well as to the corporate world. [ABSTRACT FROM AUTHOR] Copyright of Sri Lankan Journal of Management is the property of Postgraduate Institute of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
... These multidimensional delineations categorize OCB into altruism, civic virtue, courtesy, conscientiousness, and sportsmanship (Podsakoff et al., 1990). Moreover, researchers also categorize OCB into two primary second-order dimensions: individual-level organizational citizenship behavior toward organizations (OCBO) and individuallevel organizational citizenship behavior toward individuals (OCBI), based on the beneficiary protagonist (Williams and Anderson, 1991). In the light of Williams and Anderson (1991), OCBO involves "benefit the organization in general" (Williams and Anderson, 1991, p. 601) such as civic virtue, sportsmanship, and conscientiousness (Graham, 1991). ...
... Moreover, researchers also categorize OCB into two primary second-order dimensions: individual-level organizational citizenship behavior toward organizations (OCBO) and individuallevel organizational citizenship behavior toward individuals (OCBI), based on the beneficiary protagonist (Williams and Anderson, 1991). In the light of Williams and Anderson (1991), OCBO involves "benefit the organization in general" (Williams and Anderson, 1991, p. 601) such as civic virtue, sportsmanship, and conscientiousness (Graham, 1991). In contrast, OCBI means actions that "immediately benefit specific individuals and indirectly through this means contribute to the organization" (Williams and Anderson, 1991, p. 602). ...
... OCB is described as discretionary employee behavior that is important for an organization's long-term viability (Takeuchi et al., 2015). According to Williams and Anderson (1991), OCB can be differentiated based on its beneficiary or target as OCBO and OCBI, respectively. These terms are widely used in literature (Podsakoff et al., 2009;Organ et al., 2006). ...
Introduction
Organizational citizenship behavior (OCB) plays a crucial role in fostering the continuous growth and development of organizations. This essay aligns with the current labor force structure changes resulting from population aging, focusing on exploring the relationship between age diversity and multi-level OCB.
Methods
A multi-level moderation model was employed to collect data from 882 employees across 87 groups of Chinese state-owned enterprises. Linear regression and hierarchical linear modeling (HLM) were used to test the hypotheses.
Results
The findings of this study indicate that (1) leader-member exchange (LMX) moderates the negative effect of age diversity on group-level organizational citizenship behavior (GOCB); (2) team-member exchange (TMX) moderates the negative relationships between age diversity and individual-level organizational citizenship behavior toward organizations (OCBO) and organizational citizenship behavior toward individuals (OCBI).
Conclusion
The empirical study carries substantial implications for future discourse on human resource practices (HRPs) and research pertaining to population aging within organizational contexts.
... A crucial dimension within job performance is in-role behavior or task performance (Whiting et al., 2008). This category includes behaviors essential for completing duties crucial to the organization's technical operations (Borman and Motowidlo, 1993), aligning with the prescribed responsibilities outlined in formal job descriptions (Williams and Anderson, 1991). Consequently, it is unsurprising that employees' task performance significantly impacts their overall evaluation. ...
... Task performance (Time 2). Task performance was assessed using a seven-item scale developed by Williams and Anderson (1991). Sample items included "This employee adequately completes assigned duties" and "This employee fulfills responsibilities specified in job description". ...
... Supervisor-directed OCB (Time 1). OCB-S was evaluated using an adapted seven-item scale based on the OCB-I measure originally developed by Williams and Anderson (1991). ...
Purpose
This study aims to investigate the influence of supervisor knowledge sharing on the task performance and the overall evaluation of employees in the context of supervisor-subordinate relationships, a prevalent yet underexplored mode of knowledge transfer.
Design/methodology/approach
Drawing on the social exchange perspective, we propose a framework integrating supervisors’ self-sacrificial leadership and employees’ supervisor-directed organizational citizenship behavior (OCB-S) as critical drivers of efficient knowledge transfer. By bridging micro- and macro-level organizational behavior, this study addresses a key research gap and provides a holistic understanding of factors that enhance knowledge transfer within organizations. To empirically test the hypotheses proposed in our study, we employed the PROCESS macro Model 7 to validate the moderated mediation model and conducted bootstrapping analyses to confirm the statistical significance of the predicted relationships.
Findings
This study offers insights into the micro-processes underlying interpersonal knowledge transfers within supervisor-subordinate relationships. It highlights the significance of self-sacrificial leadership and OCB-S in facilitating effective knowledge sharing, ultimately influencing the task performance and the overall evaluation of employees.
Originality/value
This study contributes to the existing literature on knowledge management by exploring the understudied area of knowledge sharing within supervisor-subordinate relationships. It provides a framework that integrates leadership and OCB as key factors influencing knowledge transfer efficiency. The findings offer practical implications for organizations seeking to optimize knowledge management practices, leadership development and performance appraisal processes.
... Injustice, particularly related to pay diversity and resource distribution, directly impacts employee motivation. There are various ways to evaluate employee performance (Williams & Anderson, 1991). Williams and Anderson (1991) identified two measures for assessing employee performance: the benefits offered to organizational citizenship behaviors and the contributions to these behaviors by individuals and organizations. ...
... There are various ways to evaluate employee performance (Williams & Anderson, 1991). Williams and Anderson (1991) identified two measures for assessing employee performance: the benefits offered to organizational citizenship behaviors and the contributions to these behaviors by individuals and organizations. Borman and Motowidlo (1997) introduced the concept of task performance, defined as the effectiveness with which job incumbents perform activities that contribute to the organization's technical core. ...
... These 18 items evaluate employees' overall satisfaction with organizational rewards. Williams and Anderson (1991) developed a six-item scale used to assess job performance. A Likert Scale of 1 to 5 (1 = highly dissatisfied, 2 = unsatisfied, 3 = not unhappy, 4 = satisfied, and 5 = strongly satisfied) was used as the measurement scale. ...
The purpose of this study is to analyze the effect of reward satisfaction on job performance of employees. This research employs a descriptive research design. A total of 350 questionnaires were distributed to seven insurance companies. The findings demonstrate a significant association between pay level satisfaction and job performance. They also show that salary administration has an important and positive effect on job performance. The findings indicate that raise satisfaction has a favorable and significant impact on job performance. They also demonstrate a positive and significant effect of benefits satisfaction on employee job performance. In fact, employee satisfaction with organizational rewards has a significant and favorable effect on job performance. Organizational rewards, both intrinsic (recognition, career growth chances) and extrinsic (bonuses, raises), have the potential to greatly increase enthusiasm. When employees believe their efforts are recognized and rewarded, they are more motivated to perform effectively. Rewards make employees feel valued and appreciated, which leads to increased job satisfaction. Employees who are satisfied with their rewards are more likely to be engaged and committed to their jobs. Therefore, today’s organizations must focus on effective rewards that satisfy employees and effectively improve their performance levels.
... performance" refers to the actions that an employee needs to take to complete their work tasks successfully. On the other hand, extra-role performance refers to behaviours or actions that are not formally assigned as work obligations based on an employee's position but are crucial for improving the organization's effectiveness and operational efficiency (Adil et al., 2019; Williams & Anderson, 1991). ...
... Job Performance is the dependent variable, which is classified as in-role and extra-role performance. The job performance scale was adapted from (Williams & Anderson, 1991). A total of 13 items were used to measure job performance. ...
In today’s fast-paced academic landscape, university teachers encounter a considerable workload while managing strict deadlines and diverse responsibilities. In their efforts to maintain high performance, these teachers encounter significant job demands that can affect both their psychological well-being and job performance. Therefore, this study investigates the role of job demand in shaping the job performance of university teachers, with a focus on the mediating roles of Psychological Well-Being (PWB), anxiety and depression, and the moderating role of social support by considering Job Demand-Resource (JD-R) Theory as the foundation. Utilizing a cross-sectional design, quantitative data was collected from university teachers via an electronic structured questionnaire. The sample for this study was obtained through multistage random sampling and comprised 293 teachers from private universities in Lahore, Pakistan. The results of structural equation modeling show that PWB, anxiety, and depression act as mediators in the relationship between job demands and job performance. The study indicates that social support moderates the effects of job demands on anxiety and depression. Social support also moderates the relationship between job demands and PWB. The findings contribute to academic discourse by emphasizing the need for targeted interventions that prioritize social support and mental health resources to improve job outcomes and performance. This study bridges a critical gap in the literature and offers practical implications for university administrators and policymakers, indicating the requirement for well-balanced workloads, mental health initiatives, and supportive work environments.
... The behavioral perspective recognizes the significance of employees' behaviors in the process (Williams & Anderson, 1991). It includes task performance (core activities) and contextual performance (positive impact on work) (Bozionelos & Singh, 2017;Williams & Anderson, 1991). ...
... The behavioral perspective recognizes the significance of employees' behaviors in the process (Williams & Anderson, 1991). It includes task performance (core activities) and contextual performance (positive impact on work) (Bozionelos & Singh, 2017;Williams & Anderson, 1991). Contextual performance comprises assisting the organization indirectly and enhancing colleagues' performance, while task performance involves behaviors contributing to goods or services production. ...
The Impostor Phenomenon (IP) is a widespread psychological phenomenon impacting the personal and professional experiences of individuals. This study aims to examine the impact of the IP on employee well-being, performance, and job satisfaction within Higher Education Institutions (HEIs) in Lebanon. Moreover, this study explores if these effects vary depending on individuals’ personality types, such as introverted or extroverted, and if perceived organizational support (POS) plays a moderating role in these relationships. The research employed a mono-method quantitative approach to collect data from a sample of 155 faculty and staff employees using an online structured survey. Data were statistically analyzed using SPSS software. The findings obtained indicate that higher impostorism levels were linked to lower employee well-being, job satisfaction, and self-assessed job performance. Introverts showed a negative association between impostorism and well-being, while extroverts had significant negative associations with both job satisfaction and performance. POS only moderately influenced the association between impostorism and job satisfaction. The significance of the IP’s impacts on employee outcomes among different personality types is emphasized in this study. Furthermore, the moderating role played by POS highlighted the importance of organizational efforts in addressing employees’ experiences. This study provided insights to Human Resources (HR) professionals in Lebanon’s Higher Education Institutions to develop targeted interventions addressing IP experiences and personality types and promoting mental wellness and better job satisfaction and performance, and thus better organizational outcomes.
... This pro-social behaviour is contingent upon several factors, including altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. Broadly, OCB can be categorized into two main dimensions: Organizational Citizenship Behavior-O (OCBO), representing behaviours that benefit the organization as a whole, and Organizational Citizenship Behavior-I (OCBI), encompassing individual-level behaviours that accrue benefits to specific individuals within the organizational context, as outlined by Williams and Anderson (1991). ...
Purpose
Contemporary scholarly literature underscores the significance of green human resource practices towards environmental management. In this line of inquiry, the present study is an attempt to determine if the green HRM–environmental performance nexus could enable employees to form a social identity with the organizations they work for.
Design/methodology/approach
A quantitative research methodology was employed in the present study. Considering common method issues, we employed a time-lagged approach and collected 370 responses from the event management organizations in Pakistan.
Findings
We proposed a research model grounded in the social identity theory to specifically study the role of OCBI and OCBE as mediating variables and consciousness as a moderating variable on the relationship between green HRM and environmental performance. Our results lend full support to all the hypothesized relationships.
Practical implications
Given the significance of the study, we propose that hospitality organizations shall prioritize investments in green HRM to cultivate a culture of voluntary service and pro-environmental values among employees. Through these initiatives, organizations can successfully enhance their environmental performance. Furthermore, we suggest hospitality organizations revise their HR policies to align with the fundamental values necessary to implement green HRM practices. This can play an integral role in attracting and retaining high-potential employees. We additionally recommend that hospitality develop a mechanism to recognize and reward individual and environmental citizenship behaviours that contribute to the organization’s environmental performance.
Originality/value
This study examined the social identity framework to explain a workplace phenomenon. In this attempt, authors empirically demonstrated the influences of social identity on employee orientation towards environmental performance in the hospitality industry. The empirical results presented herein offer valuable insights contributing to theory and practice.
... Extensive research has focused on various work-related issues, such as employees' job performance (Wright et al., 2000), job engagement (Forth and Millward, 2004) and job commitment (Williams and Anderson, 1991), as well as work-family relationships (Jia et al., 2014). However, the specific impact of human resource practices designed to achieve workfamily balance (WFB-HRP) on employee performance has not been fully explored. ...
Purpose
Work–family balance has become one of the primary job considerations in recent years. For enterprises, the psychological behavior of employees has also received greater attention. This research aims to reveal how work–family balanced human resource practices (WFB-HRP) influence employees’ performance through psychological capital and how such influence was moderated by differentiated leader–member exchange (DLMX).
Design/methodology/approach
Data were collected through a structured survey of 2,197 employees. The relationships among WFB-HRP, psychological capital, DLMX and employee performance were analyzed to understand the direct and indirect effects.
Findings
The findings reveal a positive association between WFB-HRP and employee performance, mediated by psychological capital. Moreover, DLMX moderates both the direct influence of WFB-HRP on employee performance and its indirect effect through psychological capital. Specifically, greater DLMX strengthens the impact of WFB-HRP on employee performance via psychological capital.
Research limitations/implications
The research seeks to contribute to understanding how organizational practices influence employee performance in the context of work–family balance, with particular attention to the interplay of psychological factors and leadership dynamics.
Practical implications
This research underscores the importance of implementing work-family balanced HR practices for enhancing employee performance. Moreover, it highlights the significance of fostering positive psychological capital among employees and cultivating differentiated leader–member exchange to maximize the effectiveness of WFB-HRP initiatives.
Originality/value
This study contributes to the literature by elucidating the mechanisms through which WFB-HRP influences employee performance, emphasizing the pivotal roles of psychological capital and DLMX. The findings offer practical insights for organizations seeking to optimize their HR practices and leadership strategies to unlock high performance in the workplace.
... 4 Engagement (OCB4) "I attend meetings that are not mandatory, but considered important" 5 Advocacy (OCB5) "I attend functions that are not required, but help the organization's image" Theory of planned behaviour The theory of planned behaviour was developed by Icek Ajzen(1991) as an attempt to predict human behaviour according to this theory behaviours are strongly influenced by intentions which are determined by attitudes ,subjective norms, perceived behavioural control .These intentions have a say in the decision making process of an individual. Belief, attitude, intention and behaviour are considered as the elements of the theory of planned behaviour (Williams & Anderson 1991). This theory is applied to studies in various domains involving human beings. ...
Any organization's lifeline is its workforce. Despite the increasing dependence on technology, controlling and maintaining technical systems requires people. Employees are the most important and versatile resources in any company. The business environment is now extremely competitive due to the swift advancement occurring in all areas of the global economy. Employees now have a plethora of options due to this advancement, which makes it challenging for employers to manage and retain employees. Every organisation must retain competent employees since their skill set along with expertise is crucial for having a competitive advantage. Furthermore, companies constantly have the difficulty of addressing the requirements and expectations of their workforce. Taking into account the vital significance of citizenship behaviour that leads to retention, this study aims to examine previous research and literature on the topic, with a special emphasis on the how personality affects retention.The study has applied the social exchange and the planned behavior theory to throw light on the relationship among Big Five Personality traits, Organizational Citizenship Behaviour (OCB) and Intention to Stay (ITS) of IT & ITES professionals. The data was collected from five IT & ITES firms through online survey from 271 employees under Gen Z category but only 260 were found usable. correlation, mediation analysis, confirmatory factor analysis and Structural Equation model was conducted for testing the model. The results showed that there was strong association between these constructs. This study proves to be a theoretical framework that creates novelty and broadens the scope for future research in personality and employee retention.
... In Boiral and Paillé's (2012) study, three types of OCBE were identified: eco-initiatives, which are employee-driven environmental behaviours such as recycling in the workplace; eco-civic engagements, which refer to contributing to organizational environmental practices such as participating in environmental events; and eco-helping behaviours, which refer to situations where employees assist others in tackling environmental issues, including providing environmental suggestions or solutions. Drawing on Williams and Anderson's (1991) target-based typology of OCB (i.e., OCB-I and OCB-O), Robertson and Barling (2017) develop a target-based framework of OCBE. The first type, self-enacted OCBE, refers to those workplace discretionary proenvironmental behaviours without a specific beneficiary target but that immediately benefit the natural environment. ...
Scholars and practitioners have expounded on the importance and urgency of corporate environmental sustainability. As such, today’s organizations are more concerned about their environmental performance and exploring ways to encourage and facilitate employees’ pro-environmental behaviours. In recent years, research attention has been directed to the management of employee pro-environmental behaviours in the workplace. Organizational citizenship behaviour for the environment (OCBE) is employees’ voluntary behaviours that can help facilitate the effective environmental management of the organization. Drawing upon social learning theory (SLT) and social exchange theory (SET), this conceptual paper aims to delineate the cascading effect from leaders’ OCBE to followers’ OCBE and explore its underlying process while explaining the impact of organizational culture on employee behaviour. Furthermore, it discusses how and why a personality trait (i.e. openness) can increase employees’ tendencies to engage in high-intensity OCBE (i.e. OCBE with short-term costs and long-term benefits). By proposing a moderated mediation model that depicts a cascading effect, this paper will be of value to both academics and management practitioners. It will assist organizations in hiring and developing employee competences in environmental sustainability. Leadership is also emphasized relating to hiring and promoting those with expertise in and passion for environmental sustainability.
... Additionally, validation studies conducted in Taiwan showed that the questionnaire had Cronbach's alpha values ranging from 0.81 to 0.95 for the three subscales and 0.97 for the overall scale, indicating good reliability and validity [48]. In our study, the Cronbach's alpha of the overall scale was 0.89; the Cronbach's alpha of the personal bullying dimension was 0.84; the Cronbach's alpha of The third section inquired into job performance on the basis of the seven-item in-role behaviors questionnaire designed by William and Anderson [49]. This questionnaire includes statements to which participants rate their level of agreement. ...
Background
Workplace bullying is a problem that can occur in any occupation or organization and is a stressful and negative experience for employees; resilience helps employees to better resist workplace bullying. The purpose of this study was to examine whether resilience moderates the effects of workplace bullying on job performance and to determine whether this moderating effect differs between three types of bullying: personal, work-related, and physical bullying.
Methods
A self-administered, paper-based questionnaire was distributed to full-time nurses at three regional hospitals in Taiwan. Cross-sectional data on workplace bullying behaviors, resilience and job performance were collected from 422 nurses using a questionnaire survey. Data were collected using the Job Performance Scale, the Negative Acts Questionnaire, and the Resilience Scale (CD-RISC-10), and the resulting data were analyzed using SPSS 21 and the PROCESS macro.
Results
Resilience moderated the positive relationship between personal, physical bullying and job performance (b = .11, p < .05; b = .17, p < .05), but did not moderate the effects of work-related bullying.
Conclusions
The findings of this study highlight the need for organizations to be proactive in preventing work-related bullying and to promote and enhance individual resilience. Managers need to be aware of the detrimental effects of work-related bullying, which can damage employees' physical and mental health and contribute to workplace toxicity.
... The existing literature provides evidence that GIM positively impacts workers' performance (Milanović et al., 2023). A total of five indicators for green task performance and five indicators for green contextual performance were derived from the studies conducted by Podsakoff et al. (1990) and Williams and Anderson (1991), respectively, to assess the performance of knowledge workers. All loadings in the measurement model surpassed the critical value of 0.7. ...
Purpose
This study aims to develop a measurement instrument for green internal marketing (GIM) in a knowledge-intensive industry (Higher Education).
Design/methodology/approach
This study consists of four phases, using a mixed-methods design. Study 1 used a systematic literature review, interviews and focus group discussions (n = 30) to identify five categories and 29 initial items. Study 2 used exploratory factor analysis for scale purification and refinement. The study confirmed a 20-item and five-dimensional scale. The final data collection (n = 576) was conducted for Study 3 using the quantitative approach and establishing the scale’s predictive validity. Study 4 checked the impact of GIM on knowledge worker performance using Smart-PLS 4.
Findings
This study found that GIM has five dimensions, which work as a catalyst in the knowledge-intensive sector. The study also found a significant impact of GIM on knowledge worker performance.
Originality/value
The study’s innovative approach involves the development of a multidimensional scale and an examination of its effect on the identification of variables by GIM, specifically on the academic performance of knowledge workers in higher education. The study provides valuable recommendations for professionals and academics on achieving knowledge worker performance within higher education institutions effectively.
... As a result, the organization's environmental performance is significantly influenced by the leader's advocacy for environmentally favorable initiatives in the workplace [43]. In accordance with [44], the leader's environmental support is the extent to which the leader encourages employees to adopt sustainability practices in the workplace. In many ways, they support employees in paying attention to sustainable environmental practices. ...
Employees attitude towards the work environment plays a significant role in every organization. Not only the organization, all employees are responsible towards his sustainable practices at work environment, but they failed to pay attention as these practices are not included in their job description. OCBE is the primary focus of this investigation, which explores the ways in which transformational leadership may encourage a culture of sustainable development within organisations. The results of our research suggest that transformational leaders are influential in the improvement of OCBE, which in turn inspires sustainable practices and favourable environmental outcomes. These initiatives can be promoted through Transformational Leadership (TL) to enhance OCBE (Organizational Citizenship Behavior for the Environment). The primary goal of this study is to examine how TL might support OCBE in Chennai's manufacturing sector. With 208 respondents including both superior and subordinate were gathered using purposive sampling, and structural equation model (SEM) was used to test the hypotheses employing AMOS 21 software. This study suggests that organization need to implement OCBE practices in work environment motivated by the superior, to encourage the employees to incorporate such practices in organization as well.
... Job performance was assessed with the 7-item in-role behaviors scale from Williams and Anderson (1991). Participants were asked to rate the items (e.g. ...
Purpose
This paper examines the effect of information and communication technology (ICT) hassles on employee job performance and investigates the mediating effect of well-being and the moderating effect of psychosocial safety climate (PSC).
Design/methodology/approach
This study was conducted on a sample of 294 employees working remotely during the COVID-19 pandemic. Bootstrap regression and moderated mediation analyses were carried out using the macro PROCESS version 4.2.
Findings
The results suggest that ICT hassles negatively affect well-being, which, in turn, impacts job performance. This study also finds that this indirect relationship worsens when employees are in a weak psychosocial safety climate.
Practical implications
As organizations plan to pursue telecommuting on a massive scale in a post-pandemic world, these findings are crucial in informing organizations of the need to create a healthy work environment and to provide optimal virtual working conditions.
Originality/value
As one of the first studies to examine the relationship between ICT hassles and job performance in an unprecedented telecommuting environment, it emphasizes the importance of rebalancing the demands arising from the use of technologies and the resources available to employees.
... Outcome Variables. Job performance intentions were measured with seven items from Williams and Anderson (1991) including "I would perform tasks that are expected of me" (α = .86; M = 5.46; SD = 1.28). ...
Stakeholders expect companies to speak out on contentious issues, but such advocacy risks backlash. While much prior research on corporate social advocacy (CSA) has focused on external stakeholders, companies must also consider how advocacy affects employees. Drawing on organizational identification theory, this study uses an experiment ( N = 256) to examine effects of an organization’s decision to engage in advocacy on employees’ attitudes and behavior intentions. We found that when employees agree with an employer decision to tackle a controversial social issue in the form of belief match and view it as authentic, this strengthens their relationship, ultimately resulting in positive outcomes for employers (e.g., loyalty) as well as for social movements (e.g., activism intentions).
... On the basis of Katz (1964), in-role and extra-role behaviors are widely employed to analyze people's behavior. In-role behaviors are considered necessary regulations or role specifications that individuals or parties should follow, whereas extra-role behaviors are spontaneous acts that go beyond specified position definitions (Bizri and Hamieh 2020;Gupta 2022;Kundi et al. 2023;Williams and Anderson 1991). Simply put, in-role behaviors can be defined as "performance on required duties and responsibilities" as outlined in the job description (Hsu et al. 2017;Sparrowe et al. 2001). ...
... This means that sensitivity to intrinsic values gives workers extra motivation to display citizenship behavior directed at individuals. Although each dimension of intrinsic and extrinsic motivators of the job-related phenomenon were taken into consideration as strongly related with OCB-I (Williams & Anderson, 1991), the findings of this study were separated. These results may be based on the fact that OCBs were related more closely to internal objectives than externals as it was found by Finkelstein (2011). ...
Purpose –The attitude-behavior relationship between job satisfaction and OCBs in hotels were defined previously. However the role of work values simultaneously on attitudes and behaviors is unknown. The purpose of this research is to determine the role of work values in organizational attitudes and behaviors. Methodology/Design/Approach – It was tested how the intrinsic and extrinsic dimensions of work values influence job satisfaction, organizational citizenship behaviors (OCBs) and mutual interaction within a model drawn by considering the value-attitude-behavior pattern. Data were gathered from 548 employees of 28 five-star hotels in Istanbul. LISREL was used to test the structural model. Findings – Intrinsic work values have positive effects on job satisfaction, OCB-I and OCB-O while job satisfaction positively influences each of the two factors of OCBs. The effect of extrinsic work values on job satisfaction and on OCB-I were not supported. Extrinsic work value dimension has a positive effect on OCB-O. Originality of the research – Because of its exploratory nature, this study was focused on the pattern of value-attitude-behavior. Although the influence of work values on job satisfaction and OCBs have been separately considered in related literature, the interaction between three structures was analyzed together
... Performance was measured with a 7-item questionnaire (Williams & Anderson, 1991). Participants rated their task performance (e.g., "I perform my tasks adequately and completely. ...
Research in the educational and organizational fields theoretically suggests that individuals’ implicit beliefs are deeply connected with their performance. This study provides insight into the emotional mechanism that connects employees’ mindsets regarding growth (growth vs. fixed mindset) and stress (stress-is-enhancing vs.
stress-is-debilitating mindset) to job performance. We hypothesized that employees with a stress-as-enhancing and a growth-oriented mindset (T1) would experience more positive affect (T2), increasing their job performance (T3). We tested these hypotheses using three-wave survey data from a sample of employees in various occupations. Our results showed that employees with a growth mindset and those who viewed stress as an experience that enhances learning, vitality, and productivity experienced more positive emotions one month later. The data also showed that performance was significantly predicted by growth mindset both directly and indirectly, while stress mindset was linked only to positive affect.
... We controlled followers' gender, age, education, and tenure in our analyses, given their variance in influencing emotional states and helping behaviors (Williams & Anderson, 1991). ...
Research has shifted from examining the harmful effects of workplace deviance to focusing on preventing or mitigating it through a perpetrator-centered perspective. However, findings on whether perpetrators subsequently engage in reparative behaviors remain inconsistent. We rely on moral cleansing theory to postulate that deviant peer pressure is a significant contextual factor in determining perpetrators’ future moral choices. We propose that when deviant peer pressure is low, employees are more likely to experience guilt after perpetrating workplace deviance, thereby inducing their helping behaviors. Simultaneously, employees would also perceive a loss of moral credits, resulting in reduced engagement in workplace deviance. Empirical evidence from an experiment and a three-wave field study involving multiple sources supports our hypotheses. These findings offer novel insights into resolving conflicting results in the workplace deviance literature and highlight the crucial role of deviant peer pressure in shaping responses to workplace deviance. We also discuss theoretical and practical implications.
... Voluntary OCB (Time 2, α = 0.88). We used 11 items 1 from Williams's (1991) 13-item scale to examine followers' voluntary OCB in the past month, rated on a 1-7 point scale (never to always), including "Attendance at work above the norm." ...
The role of other-directed moral emotions (e.g. anger) in constructing leadership ethics is well-discussed, yet the effects of leaders expressing self-directed moral emotions remain under-explored. This paper focuses on guilt, a typical self-conscious moral emotion, to investigate the interpersonal prosocial impact of a leader’s guilt expression. Drawing from the emotion as social information theory, we propose that a leader’s guilt expression can enhance followers’ forgiveness and organizational citizen behaviors by evoking followers’ moved emotions and delivering the leader’s benevolence information. Additionally, we examine the moderating role of the quality of leader–member exchange in these effects. Our results, obtained through a two-wave field survey (Study 1), a critical incident technique experiment (Study 2), and a scenario experiment (Study 3), provide support for most of our hypotheses. Our research contributes to the EASI theory and literature on emotions and provides practical guidance on leader emotional management.
... Supervisor-rated in-role job performance was measured with six items by Williams and Anderson (1991). A sample item for supervisors to rate employees' performance in the past 2 months is "The employee adequately completes assigned duties" (α = .89). ...
Previous studies examining the influence of career plateau on job performance have primarily adopted a social exchange or conservation‐of‐resources perspective, but support for these perspectives has been inconsistent. Our research takes a novel theoretical approach by investigating how and when career plateau affects job performance through a social‐cognitive lens. Specifically, we propose job self‐efficacy as a mechanism through which hierarchical and job content plateau affect job performance, and that these relationships will be moderated by career stage. Path analysis results from a multi‐wave, multisource study featuring supervisor–subordinate dyads indicate that a hierarchical plateau (where promotions are perceived as unlikely) is associated with lower job self‐efficacy and, in turn, lower supervisor‐rated performance for employees in the maintenance career stage. In contrast, a job content plateau (where employees perceive a lack of new responsibilities and work challenges) is associated with higher job self‐efficacy and, in turn, better supervisor‐rated performance, regardless of their career stages. By applying a novel theoretical perspective, we enhance understanding of the relationship between career plateau and employee performance.
... Therefore, we used a composite of three different performance indicators to assess performance: role performance, creative performance and OCB (3-items each). Williams and Anderson (1991) created original scales for role performance, Oldham and Cummings (1996) for creative performance and Mackenzie et al. (2011) for OCB. To obtain a Spanish version of these scales, Brislin (1980) proposed a translation back-translation process. ...
Purpose
Drawing on the health belief model and affective events theory, the main objectives of this study are to: (1) analyze which health beliefs about COVID-19 (probability, seriousness and worry) trigger feelings of social isolation; (2) investigate whether psychological capital buffers the escalation of social isolation and (3) analyze the role of the feelings of social isolation as a mechanism that yields drawbacks on mental health, life satisfaction and performance.
Design/methodology/approach
Data came from two waves of online surveys administered to 678 employees of a private university in Mexico.
Findings
Results of structural equation modeling showed that beliefs of worry of getting COVID-19 trigger social isolation feelings, which, in turn, yields drawbacks on mental health, life satisfaction and performance (i.e. task, creative and organizational citizenship behavior). Moreover, psychological capital buffers the increases in feelings of social isolation generated by beliefs of the COVID-19 severity.
Practical implications
This study provides insightful recommendations for handling future events that might imply social restrictions as a measure of contagion containment.
Originality/value
We contribute to Affective Events literature by linking it to the health belief model. A main criticism of affective events theory is its exogenous blindness and lack of attention to how affect reactions are triggered at work. We address this limitation by bridging health belief model and affective events theory to show what specific health beliefs of COVID-19 produce affects and behavioral reactions in employees.
... The innovation climate scale includes nine indicators from IC1 to IC9, adapted from the scale of Jaiswal and Dhar(2015). The organizational support scale includes six indicators from OS1 to OS6, adapted from the scale ofWilliams and Anderson (1991). The innovative work behavior scale includes six indicators from IWB1 to IWB6, adapted fromScott and Bruce (1994). ...
Employee innovative work behavior plays a vital role in innovation management in private companies, especially in an emerging market like Vietnam. This study investigates the influence of individual factors (including employee creativity and innovative self-efficacy) and organizational factors (constituting innovation climate and organizational support) on innovative work behavior and the impact of innovative work behavior on employee job performance. To test the hypotheses quantitatively, the study uses a two-stage second-order partial least squares structural equation modeling (PLS-SEM) method and a questionnaire-based study with 706 employees from private businesses in Vietnam. The findings indicate that individual factors substantially impact workers’ innovative work behavior (scoring 0.491) compared to organizational factors (scoring 0.395). In addition, all factors, including employee creativity, innovative self-efficacy, innovation climate, and organizational support, positively impact workers’ innovative work behavior. Specifically, innovative self-efficacy exerts the most significant influence on innovative work behavior (with a score of 0.360), followed by organizational support (scoring 0.272) and employee creativity (scoring 0.157). Simultaneously, the innovation climate exerts a minor influence on innovative work behavior, with a score of 0.142. Finally, innovative work behavior directly and positively affects employee job performance, scoring 0.641.
... Newcomers reported their task performance using the scale developed by Williams and Anderson (1991). The scale comprised four items, with items such as "Performs tasks that are expected of me". ...
Supervisors’ chronic regulatory foci significantly influence their leadership styles and behaviors, with prevention focus and promotion focus exerting distinct impacts on their actions and outcomes. Drawing on regulatory focus theory, we propose a conceptual model that links supervisor promotion focus and supervisor prevention focus to new employee task performance through the mediating role of supervisor developmental feedback. We conducted a matched questionnaire survey involving 253 supervisor–new employee pairs at two time points. The findings indicated that supervisor promotion focus was positively associated with supervisor developmental feedback, whereas supervisor prevention focus was negatively associated with supervisor developmental feedback. Furthermore, supervisor developmental feedback enhanced new employees’ task performance. This study elucidates the trickle-down effects of supervisor promotion focus and supervisor prevention focus and offers practical implications for organizations on effectively managing supervisors with varying regulatory foci.
... In this study, employee performance is proposed to be dependent variable, and measurement of employee performance is as the achievement of desired outcomes that directly play a significant role in achieving the organization's goals. The items were adapted from a previous study conducted by Williams and Anderson (Williams & Anderson, 1991). To assess TL, the study suggests to utilize a tool that is based on four dimensions, which are individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (Sadeghi & Pihie, 2012). ...
... All instruments use a Likert scale of 1 -5. Job performance is measured using instruments from Williams and Anderson (1991). An example of a statement is I can complete the task given. ...
This research aims to examine the influence of challenge stressors on job performance and to empirically prove intrinsic and extrinsic religiosity as a moderating variable in the influence of challenge stressors on job performance. Data was collected using a questionnaire survey method. One hundred fifty-three respondents from various organizations in Indonesia participated in this study. Data analysis uses variance-based structural equation modeling. This study successfully proves a new moderator, extrinsic religiosity in the relationship between challenge stressors and job performance. This finding is grounded in attachment theory particularly the anxious attachment style. The study supports the following hypotheses: Challenging stressors improve work performance and external religiosity increases this impact whereas intrinsic religiosity decreases it. The study’s result can help company management to understand the impact of challenge stressors on job performance. In addition, management can also understand the important role of intrinsic and extrinsic religiosity in this relationship.
... Performance. We used the Italian validated version [75] of the scale by Williams and Anderson [18]. Three items measured employee performance of in-role behavior as behaviors that are formally recognized as required by job descriptions. ...
The COVID-19 pandemic scenario has witnessed a rise in remote working arrangements, moving away from traditional office settings, which increasingly calls into question employees’ sense of belongingness as a top human capital issue in order to favor both workers’ productivity and well-being. Organizational belongingness refers to employees’ sense of personal connectedness with the organization, which makes them feel they are an integral part of the organizational system. This study examines the effects of organizational belongingness on workplace stressors (i.e., organizational constraints, interpersonal conflict, work–family conflict) and subsequent employee productivity (i.e., cognitive failures, performance) and well-being (i.e., mental health, exhaustion). Using a multilevel multigroup design with anonymous survey data collected from a sample of 1449 in-person and 514 flexible (i.e., remote and hybrid) workers from 205 organizations, the structural invariance analyses performed in this study suggested a similar pattern of results for in-person and flexible workers. Specifically, belongingness negatively predicted employees’ perception of organizational constraints, interpersonal conflict, and work–family conflict. Moreover, while belongingness positively predicted performance and mental health, it negatively predicted cognitive failures and exhaustion, both directly and indirectly through work stressors. Finally, organizational constraints, interpersonal conflict, and work–family conflict positively predicted cognitive failures and exhaustion, whereas organizational constraints and work–family conflict did not predict performance. Additionally, work–family conflict and interpersonal conflict negatively predicted mental health, whereas organizational constraints negatively predicted mental health. The theoretical and practical implications of these findings are discussed in light of the globally widespread use of flexible work options and costs related to workers’ productivity and well-being.
... A natural next step would be to explore how team SOC MMs may impact the well-being of team members and how team SOC MMs may have positive spillover effects on team members' personal lives. Another outcome to consider is contextual performance, as having a shared understanding of how SOC behaviors apply to work may also increase organizational citizenship behavior within the team (Williams & Anderson, 1991). ...
Objective: The objective of this study was to explain a process by which teams maintain performance in a multigoal context. The aims of this study were to (a) integrate Burke et al.’s (2006) theory of adaptive performance with the selection, optimization, and compensation (SOC) model to include specific adaptive strategies that lead to team performance and (b) extend the SOC model to include the team level of analysis. Specifically, we argue SOC can be conceptualized at the team level as a team strategy mental model (MM) that represents a shared understanding of goal selection strategies, the need to manage resources among strategic alternatives, and the implications of strategic decisions on goal pursuits in a multigoal, virtual context. Method: A novel virtual escape room task was designed to test study hypotheses using a sample of 48 teams. Results: Results indicated that SOC mental model similarity and accuracy have a significant amount of variation at the team levels, and this between-level variance is related to goal conflict. Additionally, team performance was related to SOC MM similarity, but not accuracy, and SOC MM similarity mediated the relationship between goal conflict and team performance. Finally, compensation MM similarity measured at the execution phase mediated the goal conflict to team performance relationship. Conclusion: Overall, our study shows that SOC MMs emerge within teams and, further, that the degree to which teams share these strategy MMs positively impacts performance. We discuss the theoretical and practical implications of these findings and offer suggestions for future research, particularly as they relate to virtual teams.
... This study investigates the impact of hotel frontliners' physical and social attractiveness on consumer emotions (appreciation) and participation. Therefore, customer-based perception measures are preferred over supervisor or organizational measures (Williams & Anderson, 1991). The questionnaire is carefully crafted to avoid leading questions. ...
Underpinned in the Stimulus-Organism-Response (S-O-R) framework, this conceptual paper presents a model that explores how consumers’ intentions to participate and their level of appreciation are influenced by their perceptions of service frontliners in the context of hotels. The model is based on established theories and draws from a wide array of literature in psychology, sociology, and service marketing. This study examines the relationship between the social attractiveness of hotel frontliners (Stimulus) and consumer participation intentions (Response), with consumer appreciation (Organism) acting as a mediating variable. In this context, social attractiveness is analysed through three dimensions: likability, similarity, and friendliness. Beyond S-O-R, interpersonal trust is considered as a moderator to strengthen social attractiveness’ influence toward consumer participation.
Compared to the formal rules and regulations of large companies, leadership behavior has a greater influence on employee behaviors in small and medium enterprises (SMEs). Unlike large enterprises, many SMEs have a weaker market position, and their survival and development depend on employees’ willingness to make additional efforts beyond their formal job duties. Thus, this study focuses on SME employees to explore the effect of ethical leadership on subordinates’ organizational citizenship behavior (OCB). This study proposes a multilevel mediating model, where ethical climate and ethical role modeling represent cognitive social learning perspectives at the team and individual levels, respectively, while affective well-being serves as an individual-level affective perspective. A total of 426 valid questionnaires from 71 teams were collected, and MPLUS was used to verify the study hypotheses. The results indicate that (1) ethical leadership has a significant positive impact on employee OCB; (2) ethical leadership also significantly affects team ethical climate, ethical role modeling, and affective well-being; and (3) the partial mediating effects of team ethical climate, ethical role modeling, and affective well-being are confirmed. This research provides empirical evidence for the mechanism between ethical leadership and employee OCB in SMEs.
The topic of bereavement (i.e., the death of someone significant) has long been a neglected area of study in the organizational sciences. The most common outcome of bereavement is grief. Currently, we have little knowledge about relationships among bereavement grief, bereavement leave, other organizational policies and practices, and work-related outcomes (job behaviors, work engagement, perceived organizational support). Using a survey with 388 bereaved employees, results showed that bereavement grief had a significant negative relationship to job behaviors, work engagement and perceived organizational support (POS). Bereavement leave was positively related to POS but unrelated to other work outcomes. Several organizational offerings and practices (e.g., the opportunity to talk about workplace accommodations) were positively related to certain work outcomes while other results were mixed. These findings are discussed, along with implications and future research directions, as well as practical guidance for organizational decision makers.
This study examines how psychological contract breach (PCB) influences employee performance trajectories over a year. By analyzing supervisor-rated performance across four intervals, two performance trajectories were identified: “Steady Achievers” (95.5%), who maintained high performance, and “Ebb and Flow Achievers” (4.5%), whose performance initially rose but later declined. PCB was associated with lower baseline performance in both groups, with “Ebb and Flow Achievers” experiencing less growth and sharper declines. These findings challenge the assumption of uniform consequences of PCB, offering a nuanced, trajectory-based perspective that captures the evolving and differential effects of PCB on employee performance over time. Moreover, they highlight the need for tailored support, including regular check-ins, accountability partnerships, and wellness resources.
We extend reasearch on employee narcissism by moving beyond its direct outcomes. Drawing from social exchange theory, we examine how supervisor supplication behavior influences the employee narcissism–LMX relationship. Our findings indicate that narcissists are less affected by the negative impact of supervisor supplication on LMX. Consequently, supervisor supplication weakens the negative indirect effect of employee narcissism on organizational citizenship behaviors via LMX. We test our hypotheses through an experimental study with 163 undergraduate students and a field study of 376 employee–supervisor dyads across a variety of industries. Our findings support the theoretical model, showing that individuals with high narcissism respond more favorably to supervisor supplication than those with low narcissism. Theoretical and practical implications are discussed.
Recent literature has emphasized exploring the diverse skill set necessary for effective leadership. However, there has been relatively less focus on the influence of leadership emotional intelligence, especially within hospitality and tourism industry. This study seeks to address this gap by examining the key role of leadership emotional intelligence in influencing employee engagement and performance within the hospitality and tourism industry. Building upon the conservation of resource (COR) theory, study hypothesized that leaders’ emotional intelligence influences employee engagement and performance through employee psychological capital and service climate. In this cross-sectional analysis, a total of two hundred and eighty-seven (287) employees from the hospitality and tourism industry participated in the data collection process. Confirmatory factor analysis (CFA), discriminant validity, and mediation tests were used for empirical analysis. The empirical findings revealed that leaders with high emotional intelligence positively impact employee engagement and job performance with service climate and psychological capital significantly mediating this relationship. The study provides both theoretical insights and practical implications to improve employee leadership abilities and employee performance.
Research on communication during organizational socialization has focused disproportionately on the time beginning with the newcomer’s first day on the job. However, little is known about the impact of communication before this time. This study examined the frequency of and satisfaction with organizational communication during the pre-boarding phase of newcomer socialization—the time between an offer acceptance and the first day of work. A survey of employees entering the full-time workforce revealed that communication satisfaction during the pre-boarding phase was associated with greater job satisfaction. Additionally, most participants who thought the communication frequency from their new employer could be improved desired more (rather than less) communication during the pre-boarding phase. Finally, themes from responses to open-ended questions regarding what specific communication newcomers desired are presented.
Work as a calling theory predicts that perceiving and living out a calling lead to higher task performance, and empirical evidence supports the assumption that perceiving a calling is related to task performance. Yet, the longitudinal precedence between career calling and task performance has not been investigated. This study examines the temporal relationship between career calling and self‐rated task performance using a three‐wave longitudinal design with 285 US employees. Findings from a cross‐lagged panel model analysis indicate that self‐rated task performance predicts career calling more strongly than the reverse. These results suggest that self‐rated task performance outcomes may drive the development of a career calling, challenging traditional assumptions. The study's implications highlight the importance of performance feedback in cultivating employees' sense of purpose and calling. Future research should explore the boundary conditions of this relationship and consider various performance metrics.
Purpose
The main purpose of this paper is to empirically investigate the spiraling effects of workplace incivility. In doing so, the authors examine how workplace incivility begets other forms of mistreatment such as ostracism and abusive supervision, which in turn hinders employees’ job performance. In addition, the authors also test the buffering role of social skills in this process.
Design/methodology/approach
This study investigates a mediated moderation model with multitime and multisource data from 205 employees working in different Pakistani-based organizations (self-rated at T1 and supervisor rated at T2).
Findings
The results of this study provide support to the predictions that workplace incivility diminishes employees’ ability to perform through parallel mediations of ostracism and abusive supervision. The empirical findings also show that social skills moderate the negative relationship between abusive supervision and job performance.
Originality/value
This work extends the contemporary slant in workplace incivility, ostracism and abusive supervision literature by providing empirical evidence of spiraling effects of workplace incivility. In addition, the authors also tested the critical buffering role of social skills in mitigating the negative effects of such mistreatments at work.
https://onlinelibrary.wiley.com/doi/full/10.1002/bse.4232
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This study investigates the interplay between Customer Centricity (CC), Corporate Purpose (CP), quantified by the Purpose Strength Index (PSI), and Corporate Sustainability (CS), as evidenced by Organizational Citizenship Behaviors (OCB). Survey data from 2607 employees across diverse sectors were used to assess how CC enhances CS and the moderating role of PSI on the relationship between CC and different dimensions of OCB. Findings reveal a direct, positive correlation between CC and CS, significantly boosting extra-role, social, and environmental behaviors. Moreover, while the PSI promotes social and environmental engagement, its influence on extra-role behaviors appears minimal. This research provides new insights into the role of marketing strategies in promoting CS and offers a framework that merges customer-centric and purpose-driven approaches to sustainability. Our study contributes to the literature by highlighting the strategic importance of aligning CC with CP to strengthen CS, underpinning significant theoretical and practical advancements in sustainable practices.
The purpose of this study is to investigate the effect of Green human resource management practices on organizational citizenship behaviour in the Indian service sector through the mediating role of job satisfaction. Among these, Green recruitment & selection and Green Employee Empowerment are identified as key strategic drivers. This study finds the relationship between Green recruitment & selection, Green employee empowerment, Job satisfaction, and Organizational citizenship behaviour. The data was collected through a questionnaire survey from 300 full-time employees of the Indian service sector. In our study, we used Partial Least Square-Structural equation modeling version software (4.0.1.9) to analyze the data. The finding of this 127 study demonstrates that Green HRM practices (Green Recruitment & selections and Green employee empowerment) significantly enhance job satisfaction of employees and subsequently their job satisfaction positively effects organizational citizenship behaviour among them. This study provides various practical and theoretical implications for employees and Human resource managers who are working in the Indian service sector and how Green Human resource management practices effect employee behaviour in the service sector within an emerging market context.
This study examines the impact of transformational leadership (TL), psychological empowerment (PE), and work engagement (WE) on organizational citizenship behavior (OCB) among academic staff in Malaysian universities. Data was collected through a survey of 385 academics and analyzed using Structural Equation Modeling (SEM) via Smart-PLS. The results revealed that transformational leadership significantly enhances psychological empowerment and organizational citizenship behavior but does not directly affect work engagement. Psychological empowerment was found to fully mediate the relationship between transformational leadership and work engagement and partially mediate the relationship between transformational leadership and organizational citizenship behavior. Furthermore, psychological empowerment and work engagement directly influence organizational citizenship behavior. The findings suggest that enhancing psychological empowerment and work engagement is crucial for fostering citizenship behaviors among academic staff. Therefore, leadership strategies should focus on cultivating psychological empowerment as a key driver of engagement and citizenship behavior in higher education institutions.
While most of the socialization literature has focused on factors that allow newcomers to adjust to their new job tasks successfully, less attention has been given to examining whether temporary newcomers’ task adjustment influences the likelihood of receiving a permanent position. Drawing on the identity perspective and the socialization literature, this study proposes and tests a new framework that examines the probability of task-adjusted newcomers receiving a permanent job offer contingent on two conditions: a) there is a low level of peer divestiture socialization, which enables the task-adjusted newcomer to achieve higher levels of task performance, and b) the newcomer displays low rule-following behavior, which allows the high-performing newcomer to be cognitively trusted by the supervisor. Consistent with our predictions, the results of a four-wave, multisource study featuring 194 newcomer-supervisor dyads revealed that newcomer task adjustment was positively related to the newcomer receiving a permanent job offer by way of newcomer task performance and supervisor trust in newcomers but only when peer divestiture socialization and newcomer rule-following behavior were low. We discuss the theoretical and managerial implications of these findings.
Building on the trend of performance management (PM) moving towards more frequent and the research gap for the effectiveness of the modern form of PM, we adopt an experience sampling method to study daily PM behaviors continuously for two weeks. Our theoretical model was tested using 906 observations from 97 full‐time employees, providing initial evidence for daily PM's effectiveness in increasing employee next‐day job attitudes and job performance. Moreover, we also revealed the relationship‐based mechanism underlying the effects of daily PM. Specifically, our findings suggest that daily PM behaviors increase employee next‐day job satisfaction, job engagement, and job performance because PM behaviors make employees perceive a higher leader‐member exchange relationship. Importantly, we found the boundary conditions for PM behaviors in increasing this exchange relationship quality. The relationship was weaker when work stressors (i.e., workload and cognitive stressors) were high rather than low. We discuss theoretical and practical implications, limitations, and future research directions.
Low-carbon environmental behaviors (LCEB) of international students in China contribute to the implementation of China’s “Dual-carbon” strategy and can promote the global sustainable development agenda. In this study, 600 international students from 15 universities in five cities in Zhejiang Province were targeted, and a semi-organizational citizenship environmental behavior (SOCBE) analysis framework was constructed from three dimensions: individual cognition orientation, peer relationship orientation, and university organization orientation, to reveal the main influencing factors and pathways of LCEB. The results showed that (1) LCEB of international students studying in China is a multidimensional SOCBE concept, in which university organization orientation (0.437) > individual cognition orientation (0.341) > peer relationship orientation (0.275). In a semi-organized environment, both university organizations and peer relationships have a significant mediating effect on the impact of LCEB on individual international students, accounting for 58.2% of the contribution. (2) 16 observed variables influence the LCEB of international students in China. Among them, S13 (collective activity organization) has the greatest impact on the LCEB of international students, while S8 (guided by Chinese peers) and S9 (guiding Chinese peers) show the least data. It indicates that the relationship between international and Chinese students has the weakest influence on LCEB. (3) Family income, duration of study, and education level of study have significant positive effects on the LCEB of international students coming to China. In future, the management department of international students should fully recognize the role of individual cognition as the main body of SOCBE and focus on strengthening low-carbon environmental education and “Dual-carbon” knowledge propaganda and guidance for international students who come to China for a short period. In addition, it is necessary to focus on the guiding role of S13 and strengthen the interactive and experiential low-carbon environmental practice activities.
The study examined emotional intelligence and performance of nurses at the Cape Coast Teaching Hospital, Ghana. The study focused on how emotional intelligence’s dimensions of self-awareness, social awareness, self-management and relationship management affected performance, using Goleman’s Mixed Competency theory, allowing for the review of concepts and empirical literature on emotional intelligence and job performance. An explanatory research design was employed, sampling 267 out of 799 nurses using a purposive sampling technique. The findings revealed that nurses’ self-awareness and relationship management positively influence their job performance. However, their social awareness and self-management skills do not significantly affect their performance. In conclusion, self-awareness and relationship management are the two significant predictors of nurses’ job performance at the CCTH. It was suggested that the Management of the Cape Coast Teaching Hospital must consider implementing training and development programs aimed at raising the emotional intelligence of nurses within the facility.
Purpose
The field of spirituality is undergoing a transition from an advocacy-based approach to one that is grounded in scientific evidence. The advantages of workplace spirituality for employee performance remain under-researched, however, particularly in the context of service roles. This study addresses this gap by examining the mediating role of workplace spirituality between social exchange, organizational trust and organizational citizenship behavior (OCB).
Design/methodology/approach
A two-wave online survey was conducted, with 350 participating Israeli service employees. Structural equation modeling was utilized to test the hypotheses.
Findings
Empirically testing workplace spirituality and OCB by their dimensions advances the field, exposes unique rather than general relationships. Workplace spirituality’s latent factors were found as mediators: alignment with organizational values mediated the relationship between social exchange, organizational trust and OCBs directed toward individuals (OCBI), whereas meaningful work mediated the relationship between social exchange, organizational trust and citizenship behaviors directed toward the organization (OCBO).
Practical implications
It would be advisable to give direct attention to strategies and programs that foster workplace spirituality and OCB among employees by HRM and service department managers.
Originality/value
The current study is the first of its kind to address workplace spirituality as a mediator between social exchange, organizational trust and OCB. The findings serve as a springboard for integrating workplace spirituality into employee performance research.
Grit is defined as perseverance of effort and consistency of interest. This is to be seen by researchers in relation to organizational citizenship behavior in the scope of work of employees at X University. This study aims to understand the relationship between Grit and OCB for employee at X University. The method in this study using correlational research. The population in this study were 295 people with a sample of 110 people. The research instrument used in this study was adapted from the Grit measuring instrument developed by Angela Lee Duckworth (2007) and for organizational citizenship behavior using Williams and Anderson (1991) measurement tools that distinguish OCB into two, namely OCB-Organization (OCB-O) and OCB Individual (OCB-I). The results of this study show the positive correlation between Grit and OCB-I (r = 0.270, α = 0.04) but do not correlate with OCB-O (r = 0.04, α = 0.055).
The current investigation examined the organizational climate and job performance among special education teachers. We also looked at the effects of other demographic characteristics about variables above. The research design used in this study was a survey. The sample of the current study consisted of (N=150) special education teachers who were selected using purposive convenient sample techniques. The organizational climate scale or assessing organizational climate: Psychometric properties of the CLIOR scale were developed by Elsa Pena-Suarez, Jose Muniz, Angela Campillo-Alvarez; Eduardo Fonseca Pedrero and Eduardo Garcia-Cueto, job performance scale was developed by William James were used to measure the construct of the present study. Moreover, recommendations for the future were discussed.
We predicted that the dispositional construct negative affectivity (NA) would be related to self-report measures of job stress and job strain and that observed relationships between these stress and strain measures would be inflated considerably by NA. Results of a study of 497 managers and professionals were largely consistent with those expectations. Thus, we discuss implications for NA as both a methodological nuisance and a substantive cause of stressful work events, and conclude that NA should no longer remain an unmeasured variable in the study of job stress.
Discriminant validity of measures of job satisfaction, job involvement, and organizational commitment was empirically evaluated using data collected from a sample of 577 full-time employees of a 327-bed Veterans Administration Medical Center. The LISREL VI computer program was used to conduct a confirmatory factor analysis of items from measures of these three concepts and to evaluate relations between other job-related variables and the three attitudinal measures. Results of these analyses indicated that the measures of job satisfaction, job involvement, and organizational commitment assess empirically distinct concepts.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
Evaluated the validity of a prevalent model of attitude structure that specifies 3 components: affect, behavior, and cognition. Five conditions needed for properly testing the 3-component distinction were identified. Consideration of the tripartite model's theoretical basis indicated that the most important validating conditions are (a) the use of nonverbal, in addition to verbal, measures of affect and behavior; and (b) the physical presence of the attitude object. Study 1--in which 138 undergraduates attitudes toward snakes were examined, through the use of measures such as the Mood Adjective Check List, semantic differential, and distance of approach--indicated very strong support for this tripartite model. The model was statistically acceptable, its relative fit was very good, and the intercomponent correlations were moderate. Study 2, with 105 Ss, was a verbal report analog of Study 1. Results from Study 2 indicate that higher intercomponent correlations occurred when attitude measures derived solely from verbal reports and when the attitude object was not physically present. (74 ref) ((c) 1997 APA/PsycINFO, all rights reserved).
A measure of a wide array of employee activities on the job was completed by employees' supervisors at two points in time; employees reported their own job satisfaction via the Job Descriptive Index. Implications of relationships much higher than typically found in the job satisfaction-performance literature are discussed. Apparently the dust has settled over what once was a controversial issue: the satisfaction-performance linkage. Organizational psychologists (Lawler & Porter, 1967) generally endorse the view that any covariance between job satisfaction and job performance emerges only when satisfaction results from performance-contingent rewards. Any notion that satisfaction "causes") performance is regarded as naive folk wisdom, not supportable by the empirical record. Organ (1977) has cautioned that such a position might prematurely reject something of value in lay psychology that endorsed the satisfactioncauses-performance proposition. He suggested that a clue to the possible reconcilability between the phenomenology of countless practitioners and the noncorroborating empirical record might lie in the meaning of "performance.'" Defined narrowly as quantity of output or quality of craftsmanship-as perhaps operationalized in most of the formal research addressed to this issue-performance does not consistently or appreciably follow from satisfaction in a direct functional relationship. But there are 1An earlier version of this paper was presented at the 42nd National Academy of Management meetings, New York, 1982.
In this study a confirmatory methodology was implemented to analyze a model that uses the J. R. Rizzo et al (see record
1971-01407-001) scales of role conflict (RC) and role ambiguity (RA; i.e., the A. G. Bedeian and A. A. Armenakis [see PA, Vol 66:4547] model). The validity of the RC and RA scales were examined through structural equations analysis, and a nested models approach was used to compare the Bedeian and Armenakis model with a model suggesting a more parsimonious representation of the data. Furthermore, path estimates from models incorporating random measurement error were compared with estimates from a model not incorporating the effects of random measurement error. Results indicate that the RC and RA measures meet some established thresholds of convergent and discriminant validity. However, the causal results suggest a more parsimonious representation of the effects of RC and RA than that posited by Bedeian and Armenakis. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Argues that a category of performance called citizenship behavior is important in organizations and not easily explained by the same incentives that induce entry, conformity to contractual role prescriptions, or high production. Data were collected from 422 employees and their supervisors from 58 departments of 2 banks to examine the nature and predictors of citizenship behavior. Results suggest that citizenship behavior includes at least 2 dimensions: altruism, or helping specific persons, and generalized compliance, a more impersonal form of conscientious citizenship. Job satisfaction, as a measure of chronic mood state, showed a direct predictive path to altruism but not generalized compliance. Rural background had direct effects on both dimensions of citizenship behavior. The predictive power of other variables (e.g., leader supportiveness as assessed independently by co-workers and extraversion and neuroticism as assessed by the Maudsley Personality Inventory) varied across the 2 dimensions of citizenship behavior. (31 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
While viewing absence as a mechanism of mood control, I explored the impact of mood at work on absenteeism, taking into account situational influences. Among a sample of 210 salespeople, I found that positive mood at work was significantly and negatively associated with absenteeism. Adjustment to the work situation as indexed by tenure also was influential for absence behavior. In addition, the personality traits, positive affectivity, and negative affectivity had significant effects on the extent to which workers experienced positive moods and negative moods, respectively. The implications of these results and directions for future research are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Many of the perceptual variables used in industrial/organizational psychology assess the meaning that work environment attributes have for individuals (e.g., the ambiguity of role prescriptions). This study represents an initial attempt to test the hypothesis that a unifying theme exists for integrating diverse measures of meaning. The unifying theme is based on a hierarchical cognitive model wherein each assessment of meaning reflects a general appraisal of the degree to which the overall work environment is personally beneficial versus personally detrimental to the organizational well-being of the individual. Results of conformitory factor analyses on multiple samples supported a hierarchical cognitive model with a single, general factor underlying measures of meaning. These results are used to explain the substantive impact of work environment perceptions on individual outcomes. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study contrasted the original version of the Job Diagnostic Survey (JDS; Hackman & Oldham, 1975) with the revised version recently proposed by Idaszak and Drasgow (1987). A total of 224 dairy workers completed both versions of the JDS. Results of a confirmatory factor analysis showed that the revised JDS job characteristics items conformed more closely to the hypothesized five-factor structure than did the original JDS items. However, results of {lisrel} analyses indicated that the revised items did not improve the usefulness of the JDS in predicting several outcomes (e.g., satisfaction, internal motivation, and productivity). (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this study I identified two types of nontask behavior, prosocial and noncompliant, and tested some of their antecedents as well as their relation to work outcomes. Prosocial behavior represented nontask behaviors that benefited the organization, and noncompliant behavior represented nontask behaviors that were dysfunctional to the organization, as rated by supervisors. Need for achievement, satisfaction with material rewards, and low perceived peer competition were related to prosocial behavior. Low need for achievement and low confidence in management were related to noncompliant behavior. Noncompliant behavior was negatively associated with performance, but prosocial behavior was nonsignificant when noncompliant behavior was controlled. A dual-factor theory (Herzberg, 1966) of nontask behavior is proposed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this research we tested the relative importance of subjective appraisals of the job versus mood state in accounting for organizational citizenship behavior (OCB). A total of 369 individuals from two hospitals provided data concerning their typical mood state at work and appraisals of their jobs and their pay, and supervisors provided ratings of employee OCB. Subjects' evaluations of the job, notably with respect to pay, accounted for more unique variance in OCB than did the mood measures. The results suggest that OCB has a deliberate, controlled character and does not represent expressive behavior owing to emotional states. We offer a
fairness interpretation of OCB, drawing from Blau's (1964) social exchange framework. Conclusions are tentative and qualified in view of the limitations of the data. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Twenty so-called clear markers of positive and negative mood (Watson & Tellegen, 1985) were applied in the current study to measure affect at work. Confirmatory factor analyses of a bipolar Two-Factor (i.e., positive and negative affect) Model and a competing multifactor model were conducted with three samples: managerial and professional workers in an insurance firm, retail sales personnel, and a heterogeneous group of students who were employed. The first-order Two-Factor Model (i.e., descriptively bipolar positive and negative affect factors) hypothesized to underlie the 20 affect items did not provide a strong fit to the data in the three samples. A first-order Four-Factor Model with descriptively unipolar factors labeled as Positive Arousal (Enthusiasm), Negative Activation (Nervousness), Low Arousal (Fatigue), and Low Activation (Relaxation) provided a better fit across the samples. These results support the measurement of positive and negative mood as descriptively unipolar factors. The measurement implications of these results as well as conceptual linkages between the four mood factors and the two major cortical regulatory systems, left-lateralized dopaminergic activation and right-lateralized noradrenergic arousal, are discussed.
Reanalyses of a number of studies of self-reported mood indicate that Positive and Negative Affect consistently emerge as the first two Varimax rotated dimensions in orthogonal factor analyses or as the first two second-order factors derived from oblique solutions. The two factors emerged with varying sets of descriptors and were even replicated in several data sets characterized by possible methodological problems noted by earlier writers (acquiescence response bias, inappropriate response formats, and so on). The results thus strongly attest to the stability and robustness of Positive and Negative Affect in self-report. Because this same two-dimensional configuration has also been consistently identified in all of the other major lines of mood research, it is now firmly established as the basic structure of English-language affect at the general factor level.
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
Several data sets were analyzed to compare the prediction possible from a uniform general factor score with that produced by a separately tailored set of regression weights when those weights are applied to a new cross-validation sample. Double cross-validation designs were used. When regression weights were derived from large groups, they provided an increase of 10–15% in the prediction over that possible from a uniform general factor measure. However, with smaller samples, of the size typical of industrial personnel research, the uniform general factor score was clearly superior.
How, and to what extent, do people become involved in an organization and committed to its goals? If an organization is to survive and to function effectively, it must require not one, but several different types of behavior from most of its members, and the motivations for these different types of behavior may also differ. How does a business organization attract the kind of people it needs? How does it hold them? How does it induce both reliable performance and spontaneous innovation an the part of its members? This paper proposes an analytic framework for understanding the complexities of motivational problems in an organization.
- Brief, A.
- Brooke, P.
- Mitchell, T.
- Scholl, R.W.
- Brief, A.
Unpublished doctoral dissertation
- J Atieh
Unpublished manuscript
- D Organ