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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.
... Organizational citizenship behavior (OCB) refers to "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization" (Organ et al., 2006, p. 3). OCBs can be further classified into behaviors that benefit the organization (OCB-O) and behaviors that benefit individuals (OCB-I; Williams & Anderson, 1991). Examples of OCB-I include helping other employees in need and showing concern for coworkers. ...
... Further, knowledge requesters may perceive their relationship with perpetrators to be damaged and alter their behaviors in subsequent interactions with perpetrators (Connelly & Zweig, 2015). To "correct the wrong", perpetrators can engage in OCB-I, behaviors that directly enhance the morality of care by demonstrating concern and consideration for other employees (Williams & Anderson, 1991). Engaging in OCB-I is also consistent with behaviors of individuals possessing a positive moral traits (e.g., caring and helpfulness). ...
... OCB-I was measured with a 7-item scale developed by Williams and Anderson (1991). Participants were asked to indicate the extent to which they have engaged in these behaviors at the workplace in the past two weeks. ...
Research on knowledge hiding has largely focused on its antecedents while overlooking its consequences. Drawing on moral cleansing theory, we adopt a “perpetrator-centric view” and posit that employees who engage in playing dumb and evasive hiding–two specific knowledge hiding behaviors that involve deception–will subsequently perform more organizational citizenship behavior directed toward individuals (OCB-I) because they perceive a loss of moral credits following their moral transgression. Further, we propose that the indirect effects are contingent on perpetrators’ moral identity internalization. We tested our hypotheses using a time-lagged research design with a sample of 362 respondents from a large pharmaceutical group company. Consistent with our hypotheses, we found that employees who engaged in playing dumb and evasive hiding subsequently exhibited more OCB-I as they perceived a loss of moral credits, whereas employees who engaged in rationalized hiding did not. In addition, the positive relationships between playing dumb and evasive hiding with perceived loss of moral credits were stronger when perpetrators had high moral identity internalization, as were the indirect effects of playing dumb and evasive hiding on OCB-I via perceived loss of moral credits. Our research contributes to the understanding of when and how engaging in knowledge hiding affects perpetrators and their compensatory behaviors toward coworkers.
... Such focus begs the question of how changes in the targets of gig work may affect gig workers' OCB motives. As depicted in Table 2, Williams & Anderson's (1991) framework classifies OCB according to the targets, rather than the motives, of behavior (Organ 1988). In this framework, OCBs are employee behaviors that benefit the organization (OCBO) or other individuals within the organization (OCBI) (Williams & Anderson 1991). ...
... As depicted in Table 2, Williams & Anderson's (1991) framework classifies OCB according to the targets, rather than the motives, of behavior (Organ 1988). In this framework, OCBs are employee behaviors that benefit the organization (OCBO) or other individuals within the organization (OCBI) (Williams & Anderson 1991). Similar to the original studies of OCBs by Organ and colleagues, both targets are conceptualized to involve employee behaviors rather than behaviors from workers in alternative work arrangements, such as gig workers. ...
... Moreover, the existing measurement of OCBO and OCBI constructs are both deficient and contaminated in this context. For example, the scale measuring OCBO includes the item "takes undeserved work breaks" (Williams & Anderson 1991). Given that gig work involves accepting short-term tasks (Cropanzano et al. 2023) in exchange for compensation, gig workers' breaks and work schedules are at their discretion as opposed to being governed by external entities. ...
The emergence of gig work (e.g., freelancing, rideshare driving, food and parcel delivery, travel nursing, virtual assistantship) and the gig economy challenges organizational researchers to consider how they should revise traditional theories of work behavior to consider the dynamics of new work arrangements. As a prime example that is central to this review, organizational citizenship behavior (OCB) is a form of job performance whereby motives stem from the quality of work relationships with direct supervisors, coworkers, and other organizational agents. However, gig workers experience very different work relationships and may perform OCB for different reasons (if at all). In this review, we address the question of how OCB theory should evolve to be relevant to gig workers. We summarize traditional motives for OCB performance and review current research describing and classifying gig work. We conclude by ( a) identifying gig worker citizenship (GWC) as a form of citizenship behavior that better fits the reality of gig work and ( b) offering a revised model of how OCB motives may help predict GWC performance.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 11 is January 2024. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
... "Any individual behavior that is discretionary and not directly or explicitly recognized by the formal reward system yet, promotes the effective functioning of the organization." (Organ, 1988) OCB-individual (OCBI) and OCB-organisation (OCBO) (Williams and Anderson, 1991). Organ (1988) identified five dimensions of OCB as: ...
... 1 altruism -reflects the willingness of an employee to help a co-worker 2 courtesy -discretionary behaviours that prevent work-related conflicts 3 conscientiousness -performing duties beyond the minimum requirements 4 sportsmanship -a willingness to tolerate less than desirable circumstances 5 civic virtue -responsible participation and concern about sustenance of the organisation. Williams and Anderson (1991) describes OCBI as behaviours that tend to directly benefit other individuals and indirectly benefit the organisation and OCBO as behaviours that generally benefit the organisation at large. These definitions highlight the practical difficulty in understanding the concept as it is often displayed outside the formal call of duty. ...
... These articles were reviewed by two independent reviewers for inclusion in the content analysis. First, those articles that assess aggregate measures of OCB or any dimensions of OCB that could be broadly categorised under the framework of Organ (1988) or OCBI (OCB targeting individual) and OCBO (OCB targeting organisation) of Williams and Anderson (1991) framework was included. Any other studies that measured OCB similar to these dimensions were also considered. ...
Choosing the right source to measure organisational citizenship behaviour (OCB) is a dilemma to researchers. We used narrative review and content analysis to draw meaningful conclusions to resolve this dilemma. Ninety-one very recent articles on OCB were used for the analysis. The primary focus of the narrative review was to examine if there are similarities in research results irrespective of whether self-reports, or other reports were used. The content analysis focused on the remedies used in these studies to handle self-report biases. While researchers expressed the use of self-reports as a limitation of their study, there was not much evidence to prove that self-report bias was strong enough to impact these research results negatively. Self-report measure and other reports are fairly similar. Hence, considering the uniqueness, self-reports are the best source for measuring OCB. Choosing the right measure to elicit data is an important methodological issue that improves the quality of survey research. Our article addresses this key issue.
... Organizational citizenship behavior (OCB) is characterized by employees aligning their personal goals with those of the organization and willingly going beyond their contractual duties to achieve these shared goals [3,44]. OCB encompasses attributes such as assisting colleagues without any expectation of reciprocation, which, in return, demonstrates courteous behaviors (i.e., gentle and polite) and maintains organizational discipline [3]. ...
... Previous researchers have classified OCB into two categories: behavior targeted toward individuals (OCB-Interpersonally directed; OCBI) and behavior aimed at the organization (OCB-organizationally directed; OCBO) [6,44]. OCBI pertains to behaviors that favor or assist other coworkers in the organization, such as extending help to colleagues in need, sharing suggestions, and expressing concern for coworkers' welfare [6,44]. ...
... Previous researchers have classified OCB into two categories: behavior targeted toward individuals (OCB-Interpersonally directed; OCBI) and behavior aimed at the organization (OCB-organizationally directed; OCBO) [6,44]. OCBI pertains to behaviors that favor or assist other coworkers in the organization, such as extending help to colleagues in need, sharing suggestions, and expressing concern for coworkers' welfare [6,44]. OCBO, on the other hand, encompasses behaviors that assist the organization's overall performance-for example, adhering to company rules, notifying absences beforehand, attending organizational events, and upholding the organization's reputation [6,44]. ...
In the wake of the pandemic, retail services—especially vulnerable to ethical dilemmas due to heightened market instability—demand a deeper understanding of service employees’ behaviors. This research investigates the impact of market uncertainties on organizational justice and behaviors, with a specific examination of the moderating role of moral disengagement. An online survey was used to collect data from 255 retail service employees. Structural equation modeling (SEM) with the partial least squares (PLS) approach was applied. Findings suggest that market uncertainties influence employees' justice perceptions. Intriguingly, in conditions of high moral disengagement, the relationship between justice perception and citizenship behaviors was strengthened, indicating a nuanced interplay of ethical perceptions amidst uncertain environments. This study is the first attempt to explore the unique role of moral disengagement in understanding frontline employees’ behaviors, which can offer insights into how employees' ethical considerations evolve in complex, uncertain business environments.
... In addition to dealing with employees' burnout, it is vital for business managers to increase employees' organizational commitment. Having employees with high levels of commitment will result in greater citizenship behaviours (Chun Shin, Choi, & Kim, 2013;Podsakoff, MacKenzie, Paine, & Bachrach, 2000), voice behaviours (Lapointe & Vandenberghe, 2018), attitudinal and behavioral loyalty (Yao, Qiu, & Wei, 2019), lower intentions to quit (Juhdi, Pa'wan, F., & Hansaram, 2013;Kang, Gatling, & Kim, 2015), lower absenteeism (Lambert, Griffin, Hogan, & Kelley, 2010;Somers, 1995) and greater work performance (Kim, Shin, Vough, Hewlin, & Vandenberghe, 2018;Williams & Anderson, 1991), high knowledge sharing among employees (Curtis & Taylor, 2018). Thus, it is highly important for organizations to increase employees' levels of commitment. ...
... There are a number of studies examining how the relationship between the level of organizational commitment and different employee responses and behaviors affects factors such as turnover, performance, organizational citizenship behavior, organizational trust, absenteeism, employee health, well-being and job satisfaction (Blau & Boal, 1987;Cohen, 1993;Fu & Deshpande, 2014;Meyer et al., 2002;Nouri & Parker, 1998;Somers, 1995;Top, Tarcan, Tekingündüz, & Hikmet, 2013;Williams & Anderson, 1991). Specifically, Fu and Deshpande (2014) investigated the relationships among a caring climate, job satisfaction, organizational commitment, and the job performance of employees working at a Chinese insurance company. ...
... not complaining about trivial matters). Williams and Anderson (1991) examined the OCB dimensionality issue further and came up with a twodimensional view: organizational citizenship behavior directed toward individuals (OCBI), and organizational citizenship behavior directed toward the organization (OCBO). The factor analytic evidence from their study demonstrated that the items used to measure OCB loaded best onto their two-dimensional view of OCB. ...
... However, it is important to mention that these two dimensions, OCBI and OCBO, were largely based on Organ's (1988) five dimensions. Williams and Anderson (1991) suggested that Organ's (1988) five dimensions be reduced to the two dimensions they proposed; OCBI comprises altruism and courtesy, and OCBO encompasses conscientiousness, civic virtue, and sportsmanship. A review of the literature shows that OCB has been studied in-depth both to determine its antecedents as well as its consequences. ...
Although previous researchers have paid significant attention to the effect of employee work engagement on employee involvement in organizational citizenship behavior (OCB), only a few have specifically examined the joint effects of employee work engagement and employee personality on employee involvement in OCB. Drawing upon the Social Exchange Theory, this study specifically examined the role of employee personality (agreeableness) as a moderator in the work engagement-OCB relationship. A total of 646 employees from three public healthcare institutions in Malaysia participated in this study. Moderated hierarchical regression results indicated a positive effect of work engagement with OCB and a significant interaction between work engagement and agreeableness personality in predicting OCB. However, the effect of work engagement on OCB was stronger for those respondents low in agreeableness than for those high in agreeableness personality, contrary to the hypothesis. Managerial implications and directions for future research are discussed.
... Destarte, desde as primeiras investigações envolvendo o CCO, muito foi descoberto. Por exemplo, evidências revelam uma associação positiva com a satisfação (WILLIAMS; ANDERSON, 1991;MA-LHEIROS et al. 2022), com a confiança organizacional e a confiança interpessoal (ANDRADE et al. 2021), com o suporte social (COSTA et al. 2022) e empoderamento (SINGH; SINGH, 2019 RSL). De acordo com estes estudos, o CCO é influenciado por estas variáveis e podem impactar positivamente no ambiente de trabalho, tanto em termos de desempenho, quanto em termos de engajamento. ...
... Já Williams e Anderson (1991) desenvolveram um modelo com duas dimensões: i) CCO orientado à organização -CCO-O -(engloba comportamentos de valorização à organização e aderência às normas) e ii) CCO orientado ao indivíduo -CCO-I -(engloba comportamentos de ajuda voltados aos colegas de trabalho. Dekas et al. (2013) ANDERSON, 1991;PODSAKOFF et al., 2000). Ademais, na sequência, são expostos os procedimentos metodológicos utilizados para a realização da RSL. ...
Considerando a natureza espontânea, positiva e cooperativa do comportamento de cidadania organizacional (CCO), é identificada na literatura uma lacuna de pesquisa no que concerne a estrutura conceitual envolvendo esta temática. Com isso, o objetivo deste estudo é identificar como é concebida a estrutura conceitual, as tendências, os desafios e as oportunidades de pesquisa sobre o CCO. Por meio de uma revisão sistemática da literatura com análise bibliométrica, os resultados revelam que a estrutura conceitual é concebida por: i) diferenças conceituais entre o CCO e construtos afins, ii) antecedentes, iii) modelos estruturais que explorem as interações do construto com outras variáveis do trabalho e iv) CCO como um comportamento que pode ser estimulado por líderes. Além disso, os resultados viabilizaram a proposição de um modelo conceitual de análise e de uma agenda de pesquisa. Este estudo contribui para o avanço progressivo do CCO ao introduzir na literatura como este campo de pesquisa é concebido. Em termos práticos, este estudo pode servir como um diagnóstico para gestores desenvolverem práticas de recursos humanos mais eficazes, com vistas ao alcance do desenvolvimento dos trabalhadores e organizações.
... Task performance was measured using two items from Williams and Anderson's (1991) task performance scale, including "adequately completes assigned duties" and "meets formal performance requirements of the job." We chose to use only the two items with the highest loadings because some work units are fairly large (maximum team size = 17). ...
... First, following previous social network research (Burt & Knez, 1996;Ferrin et al., 2006), we only used one item for peer-rated helpfulness and helping frequency to minimize participant fatigue. Similarly, to be mindful of supervisors' time and to reduce survey length, as some supervisors needed to rate as many as 17 subordinates, we chose to use only the two items with the highest loadings from Williams and Anderson's (1991) task performance scale. Although shortened measures and single-item measures are commonly used in social network research (Marsden, 1990), it is desirable to use multi-item measures to further demonstrate internal consistency reliability and better cover the relevant construct domain (Cortina et al., 2020). ...
Moving beyond the current emphasis on the frequency of helping, this study aims to emphasize the importance of help quality. Utilizing a social network design, this study incorporates both the help provider’s and recipient’s perspectives and develops a multilevel model to demonstrate the incremental validity of help quality over frequency in the prediction of key organizational outcomes (i.e., satisfaction and performance at both individual and team levels). We further identify servant leadership as a crucial predictor of help quality, more so than help frequency, at both levels. Data were collected from 416 nurses and 42 supervisors from a large hospital in Beijing, China. Results show that help quality significantly predicted the supervisor-rated performance of the help provider, the job satisfaction of the help recipient, and team satisfaction, after controlling for the effects of help frequency. Contrary to our expectations, help quality did not significantly predict team performance. Moreover, servant leadership was a stronger predictor of help quality than of help frequency at both individual and team levels. Our results suggest that organizations and managers should aim to cultivate employee helpfulness, instead of merely encouraging more helping behavior. Avenues for future research are discussed.
... Ông đề xuất một mô hình hành vi công dân tổ chức gồm năm yếu tố: lòng vị tha (altruism), lịch sự (courtesy), sự tận tâm (conscientiousness), phẩm chất công dân (civic virtue) và tinh thần thượng võ (sportsmanship). Williams và Anderson (1991) đã sắp xếp các hành vi công dân tổ chức thành danh mục dựa vào mục tiêu hoặc định hướng của hành vi, những hành vi hướng đến lợi ích của cá nhân gọi là OCB-I và những hành vi hướng đến lợi ích của tổ chức được gọi là OCB-O [14]. Theo quan điểm của ông, sự tận tâm (conscientiousness), tinh thần thượng võ (sportsmanship), phẩm chất công dân (civic virtue) được xem như hành vi hướng về tổ chức (OCB-O) và các yếu tố còn lại (lòng vị thaaltruism, lịch sựcourtesy) được xem như hành vi hướng về lợi ích cá nhân (OCB-I). ...
... Thang đo gồm năm biến quan sát đề cập đến lòng tự trọng liên quan đến công việc là các cặp tính từ đối nghĩa (thang đo tính từ đối cực)ví dụ như tôi cảm thấy thành công/không thành công trong công việcđược phân tích theo thang do Osgood 7 điểm. Thang đo OCB-I được phát triển bởi Williams và Anderson, thang đo gồm 7 biến quan sát sử dụng thang đo Likert 5 cấp độ [14]. Đối tượng khảo sát là người lao động có thời gian làm việc tại tổ chức/doanh nghiệp từ sáu tháng trở lên (tính từ lúc bắt đầu vào làm đến thời điểm thực hiện khảo sát). ...
Nghiên cứu kiểm định mối quan hệ gắn giữa việc bắt nạt tại nơi làm việc với sự thỏa mãn công việc, lòng tự trọng, hiệu quả công việc và hành vi công dân tổ chức hướng về cá nhân. Đồng thời, kiểm định tác động của sự thỏa mãn trong công việc và lòng tự trọng đối với hiệu quả công việc cũng như hành vi công dân tổ chức hướng về cá nhân. Phương pháp nghiên cứu định tính với công cụ phỏng vấn trực tiếp được sử dụng để hiệu chỉnh thang đo. Dữ liệu trong nghiên cứu là kết quả của việc khảo sát 324 người lao động làm việc trong các doanh nghiệp/tổ chức tại TP. Hồ Chí Minh, Việt Nam. Các phương pháp thống kê phân tích bao gồm: kiểm định độ tin cậy thang đo (Cronbach’s alpha, EFA, CFA), kiểm định mô hình cấu trúc tuyến tính (SEM). Kết quả nghiên cứu cho thấy, việc bắt nạt tại nơi làm việc tác động tích cực đối với hành vi công dân tổ chức hướng về cá nhân nhưng lại tác động tiêu cực đến sự thỏa mãn công việc và lòng tự trọng. Bên cạnh đó, sự thỏa mãn công việc và lòng tự trọng đều có tác động tích cực đến hành vi công dân tổ chức hướng về cá nhân. ® 2022 Journal of Science and Technology - NTTU
... OCBI refers to discretionary, extra-role employee behavior that benefits the employee's supervisor and colleagues in the workplace (J. Li et al., 2017;Weikamp & Göritz, 2016;Williams & Anderson, 1991;Yen & Teng, 2013). Each subordinate-supervisor dyad's direct supervisor respondent assessed their direct subordinate's (supervisor-rated) OCBI with three items taken from Williams and Anderson (1991). ...
... Li et al., 2017;Weikamp & Göritz, 2016;Williams & Anderson, 1991;Yen & Teng, 2013). Each subordinate-supervisor dyad's direct supervisor respondent assessed their direct subordinate's (supervisor-rated) OCBI with three items taken from Williams and Anderson (1991). A sample item is "This employee assists me (their direct supervisor) with my work (when not asked)." ...
When studied independently subordinate perceived supervisor support and abusive supervision have unequivocally
contrary effects on subordinate outcomes that are critical to the performance of hospitality organizations. Although
both supportive and abusive supervisor behaviors occur in the subordinate–direct supervisor exchange relationship, the
simultaneous effects of these two constructs have yet to be illuminated. Drawing on the within-domain exacerbation
hypothesis and the whiplash effect, we propose a conceptual framework that captures both the independent and interactive
effects of subordinate perceived supervisor support and abusive supervision on hotel employees. Using a sample composed
of 194 direct subordinate-supervisor pairings from 119 hotel property departments and 18 Chinese hotel properties,
we illuminate the contrary, relative, and interactive effects of perceived supervisor support and abusive supervision on
subordinate hotel employees’ job stress as well as their (supervisor-rated) individual-oriented organizational citizenship
behavior. Implications and limitations of the current study and avenues for future research are discussed.
... as a resource in buffering these relationships. To address this gap, we propose to investigate the moderating role of supervisor emotional support at the group level in the relationships between emotional exhaustion, work engagement, and civic virtue, a subdimension of organizational citizenship behavior (OCB-civic virtue) which is an important dimension of OCB-O (Williams and Anderson, 1991). The present study contributes to the existing literature in the following ways. ...
... OCB involves behaviors such as being altruistic at work or engaging in added tasks and keeping up with organization activities (Organ, 1997;Malingumu et al., 2016). Williams and Anderson (1991) suggest making a distinction between OCB that is focused on helping particular individuals (OCB-I) and OCB that is focused on the organization such as civic virtue (OCB-civic virtue). Of the different components of OCB (altruism, conscientiousness, courtesy, sportsmanship, and civic virtue), civic virtue is the one that is the most clearly focused toward the organization (Robinson and Morrison, 1995;Altuntaş et al., 2021). ...
Introduction
This study investigates the moderating role of supervisor emotional support at the group level on the relationship between emotional exhaustion and work engagement with organizational citizenship behavior-civic virtue (OCB-civic virtue) at the individual level among nurses.
Method
A cross-sectional study was carried out on 558 nurses nested in 36 working units from two hospitals in Algiers. A multilevel analysis using Hierarchical Linear Modeling was performed.
Results
Results show that the positive effect of work engagement on OCB-civic virtue was moderated by supervisor emotional support at group level. The nurses emotional exhaustion and OCB-civic virtue negative relationship at the individual level is buffered by supervisor emotional support at group level.
Discussion
In consequence, supervisor emotional support experienced by the team has an influence on the emotional exhaustion and work engagement OCB-civic virtue relationship.
... The theoretical roots of organizational citizenship behaviors can be traced back to Barnard (1938), who proposed the concept of "willingness to cooperate" to refer to a willingness to commit oneself to an organization to reach organizational goals (Kayaalp et al., 2021).In relation to this, Katz (1964) insisted that for an organization to function effectively and survive, it needed employees with cooperation behaviors that exceeded the worker's formal duty description. Williams & Anderson (1991) organize organizational citizenship behavior into categories on the basis of the direction of the behavior. Specifically, organizational citizenship behaviors directed toward the help of other individuals are named OCBI, while organizational citizenship behaviors directed toward the benefit of the organization are known as OCBO. ...
The aim of this study was to examine the effect of perceived organizational politics on organizational citizenship behavior through the moderating role of political skill.An explanatory research design and quantitative approach were employed.In the Ethiopian public service organization context, data were collected using a standard questionnaire from 321 respondents. The present study used uncertainty management theory to underpin the mechanism how political skill moderates perceived organizational Politics and organizational Citizenship Behavior. To test hypotheses, the study employed structural equation modeling using AMOS software version 26. The findings of the study revealed that perceived organizational politics have a negative effect on organizational citizenship behavior. In addition, political skill has a positive effect on organizational citizenship behavior. Furthermore, the finding reveals thatpolitical skill moderated the effect of perceived organizational politics on organizational citizenship behavior.
... The mediating variable of the model is used as psychological empowerment. 5 items have been adopted from a previous study to measure the variable (Spreitzer, 1995).5 items were used in the scale of organizational citizenship behavior and it was validated and designed by (Williams & Anderson, 1991). Finally, the innovative behavior scale has got 5 items, this scale was also adopted from the previous studies and it is validated and designed by (De Jong & Den Hartog, 2010). ...
Purpose:This study aims to identify the impact of ethical leadership on organizational citizenship behavior and innovative behavior Methodology:The self-explanatory questionnaires were distributed to the real-time employees of the services sector (more specifically university employees) in Pakistan. 350 questionnaires were distributed using the convenience sampling technique and 280 returned fully answered. The response rate was 80 percent. Findings:The findings of the study suggest the strong influence of ethical leadership on organizational citizenship behavior, innovative behavior, and psychological empowerment. Psychological empowerment was studied to have a strong impact on organizational citizenship behavior but a mild impact on innovative behavior. Partial mediation was identified between both the mediation paths of the model. i.e., ethical leadership - organizational citizenship (EL → PE → OCB) and ethical leadership – innovative behavior (EL → PE → IB). Conclusion:It is concluded that organizations must develop ethical leadership approach to maximize the organizational citizenship behavior as well as innovative behavior at the workplace. Moreover, it is also suggested that employers must also consider PE as an essential predictor for developing a culture packed with better citizenship and innovative behavior. Practical Implications: The role of leaders in the services sector is significant to enable members to come up with innovative behaviour and behave more organized and well suited to the organizational culture to make sure they have adopted the hot spots of the organizational citizenship behavior standards at the workplace.
... Day-level task performance 4-item scale was adapted from L. J. Williams and Anderson (1991). A sample item includes, "Today, employee (anonymous code) adequately completed assigned duties". ...
Purpose: This multilevel diary study examined the association between day-level job resourcefulness and day-level task performance of employees of tour and travel. Based on the job demands and resources (JD-R) model, we tested the mediating effect of day-level job satisfaction between job resourcefulness and task performance with the moderating effect of perceived organizational support. Methodology: We collected data for five consecutive days with the help of structured questionnaires. Employees (n = 180) rated their general perceived organizational support, daily job resourcefulness, and daily job satisfaction, whereas their immediate supervisors (n = 18) rated their daily task performance. It was a two-level study with days nested in individuals (no. of observations=900). Findings: Multilevel structural equation modeling (MSEM) results show a positive association between job resourcefulness and supervisor-rated task performance with the partial mediation of job satisfaction at the day level, while the cross-level interaction effect of the perceived organizational support was non-significant. Our hypothesized framework was never tested, which is a unique contribution to job resourcefulness literature and, in this way, for tourism-related entrepreneurs. Conclusion: SMEs are highly dependent on their employees for competitiveness and performance but at the same time face resource-constrained problems. We argue that the employees' job resourcefulness might help achieve work-related goals such as task performance through enhanced job satisfaction daily, where organizational support does not provide the necessary job resources.
... But for GTD, and GPA, sustainability-oriented employee behavior mediates the relationship. Therefore, H10 and H13 have been accepted, and H11 and H12 are rejected following the recommendations of Williams & Anderson (1991) and Kelloway (1995). As GRS and GCRS have significant direct effect on EP, and SEB partially mediates the relationship of GRS and GCRS with EP. ...
The objective of this study is to evaluate how the implementation of green human resource management (HRM) practices affects environmental performance and explore the role of sustainability-focused employee behavior in mediating the connection between green HRM practices and environmental performance in Bangladesh. To achieve this, a conceptual model was formulated based on the theoretical foundations of the Ability, Motivation, and Opportunity theory and the Research-Based View theory. The model was examined using the partial least squares structural equation modeling (PLS-SEM) approach with SmartPLS v4.0. Primary data was gathered from 310 employees across various organizations in Bangladesh. The findings demonstrate that both green recruitment and selection processes, along with the green compensation and reward system, have a positive influence on environmental performance. Furthermore, sustainability-oriented employee behavior was identified as a partial mediator in this relationship. However, this study reveals that there is no direct or indirect correlation between green training and development programs, as well as the green performance appraisal system, and environmental performance. Based on these results, it is recommended that green training and development initiatives, as well as performance appraisal systems, be strengthened in Bangladesh to foster greater employee involvement in environmentally friendly practices. This study contributes practical insights to improve HR policies, which can subsequently lead to enhanced environmental performance.
... We invited participants' supervisors to evaluate their job performance on a 5-item scale developed by Williams and Anderson (1991). Responses ranged from 1 (strongly disagree) to 7 (strongly agree). ...
While previous studies have primarily focused on the negative effects of stereotype threat on performance, there has been limited attention given to its positive effects—stereotype reactance. This paper aims to address this gap by exploring stereotype reactance and its salience among employees with disabilities. Drawing on stereotype threat literature and the Mood Behavior Model (MBM), we build a three-way interaction model of stereotype threat, perspective-taking, and performance self-esteem on job performance. We collected a sample of 193 employees with disabilities from two manufacturing companies located in Henan and Hebei Province in China and conducted multilevel regression analyses to test our hypotheses. We find that stereotype threat—commonly perceived as a negative influence—actually correlates positively with job performance. This positive association is particularly evident among employees who demonstrate low perspective-taking abilities but have a high sense of performance self-esteem. The current findings shed light on stereotype reactance literature and provide suggestions for promoting inclusivity in the workplace.
... To examine predictive validity, we assessed; performance using 12 items: Four measuring task performance adopted from Williams and Anderson (1991), four measuring OCBs taken from Lee and Allen (2002) and four measuring CWBs adopted from Bennett and Robinson (2000). Sample items include "they adequately complete all tasks" for task performance, "they willingly give time to help others with work-related problems" for OCBs and "they put little effort into their work" for CWBs. ...
Purpose
The authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.
Design/methodology/approach
Personality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).
Findings
Results indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.
Research limitations/implications
The authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.
Practical implications
RSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.
Social implications
Use of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.
Originality/value
This is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.
... Studies have identified four dimensions of political skills: social astuteness, interpersonal influence, networking ability, and apparent sincerity. For OCBs, the literature describes five dimensions divided into two categories: behavior directed towards the individual (OCB-I), and behavior directed towards the organization (OCB-O) (Williams & Anderson, 1991). OCB-I includes altruism, courtesy, peacekeeping, and cheerleading, while OCB-O includes conscientiousness, civic virtue, and sportsmanship. ...
A number of studies have demonstrated the role played by political skills on organizational citizenship behaviors (OCBs). Other research has also shown how the work environment can affect OCBs. However, no research has yet addressed the role that workplace attachment style plays in influencing employee OCBs. The present study aims to investigate the moderating role of workplace attachment style on the relationship between political skills and Organizational Citizenship Behaviors (OCBs) using a cross-sectional design. The research was carried out with the participation of 185 French office workers. Research hypotheses were tested by means of three moderation models. The results show that political skills are positively related to OCB, and that secure and preoccupied workplace attachment styles moderate the relationship between political skills and OCB. These results therefore underline the importance of appropriate organizational environmental management in promoting OCBs.
... An example item is "I am considering leaving my job." Job Performance We used Williams and Anderson's (1991) seven-item measure (α = 0.79) to measure job performance. Participants rated their (dis)agreement with each item from 1 ("strongly disagree") to 5 ("strongly agree") based on the prompt: "Since working during the COVID-19 pandemic, I have…" An example item is "Adequately completed assigned duties." ...
Coping with work-related stress is a key component of several theories that focus on employee well-being and performance. Yet, despite the myriad of ways that employees can cope, little is known about the complexities surrounding how employees may deploy multiple coping strategies in conjunction, particularly during unprecedented, uncontrollable, and novel socio-environmental events that disrupt work life, such as the COVID-19 pandemic. Drawing from the cybernetic theory of stress, we posit that taking a person-centered approach to coping may uncover the complex ways that employees cope with stress simultaneously, generating distinct profiles of coping. To illustrate this, we focus on employee coping within a context that has served as a significant socio-environmental jolt—working during the COVID-19 pandemic. Across two studies, we first consider distinct profiles of coping that may emerge (Study 1). We then consider antecedents related to the pandemic (i.e., work uncertainty, work location, and work arrangement autonomy) as well as outcomes of profile membership, including somatic complaints, job satisfaction, turnover intentions, and job performance (Study 2). Combined, our research contributes to the coping and stress literatures by adopting a person-centered approach that identifies how profiles of coping—rather than any one particular strategy in isolation—may facilitate employee well-being, work attitudes, and performance during periods of heightened work stress and uncertainty.
... The researchers used a 7-item scale developed by Williams and Anderson (1991) to measure job performance. A sample item was "Fulfills responsibilities specified in the job description." ...
A B S T R AC T Nowadays, the challenge faced by healthcare organizations is that female healthcare professionals are not joining the medical workforce in Pakistan, and it creates a serious necessity to understand the effects of Work-Family Balance (WFB) on Women Career Development (WCD). This study addressed the gaps that how WFB was related to job performance (JP) and WCD; and whether gender friendly environment (GFE) would strong or weak this relationship. The focus of this research was to investigate the impact of WFB on the WCD of doctors, nurses and allied health professionals with mediating role of JP and moderating role of GFE. Using the convenience sampling method, a sample of 200 female health professionals was selected. The study design was cross-sectional, and self-administered questionnaires were used. Data were analyzed using correlation and regression analysis. The precise testing of the causal relationship was not possible due to the cross-sectional study design. This study was limited by its geographical area coverage and small sample size. A comparative study could not be done in public and private hospitals. Results show that the relationship between WFB and WCD was found to be insignificant, and this relationship was not mediated by JP. The moderating effect of GFE was found to be significant and suggests that high GFE supports WCD. Human resource managers should take measures and formulate strategies for GFE which will support the career development of female health professionals in healthcare organizations.
... These outcomes provided support for hypotheses H3 and H5, correspondingly. The authors adhered to the recommendations put forth by (Kelloway, 1995;Williams & Anderson, 1991) to evaluate the effects of mediation and to establish partial mediation, both the direct and indirect paths must be signi cant. However, in cases where only the indirect effects are found to be statistically signi cant and the direct path is not, it is reasonable to accept the presence of full mediation. ...
This study investigates the correlation between green human resource management (GHRM) and environmental practices (EP), paying attention to the mediating effects of environmental awareness (EA) and participative leadership (PL), drawing upon the Stakeholders Capitalism Theory (SCT) and Social Exchange Theory (SET). The data utilized in this investigation was gathered from a sample of 412 participants by distributing a survey questionnaire. The outcomes of the study revealed a substantial link between green human resource management and Environmental Practices. Furthermore, the outcomes of mediation analysis offer evidence supporting the notion that environmental awareness (EA) and participative leadership (PL) partially mediate the link between green human resource management and environmental practices. The findings presented in the present study provide significant recommendations that are of great value to all parties involved.
... In a study of general job performance, a sample of 277 employed participants (54.2% female, 45.8% male; mean age = 38 years) from a variety of occupational groups (36% management and senior; 7% technical; 26% professional; 13% administrative; 9% sales and customer service; 9% other) completed the Trait inventory and had their performance rated by their immediate line manager. Managers rated performance using scales to measure task performance and organizational citizenship behaviour (individualand organization focused, Williams & Anderson, 1991). A replication study was also conducted in a single-occupation sample of 70 recruitment consultants. ...
This article introduces the Trait Personality Inventory (referred to simply as Trait), designed and published online by Aston Business Assessments. Trait is a measure of 13 personality dimensions, which are used by practitioners and clients in a range of settings including recruitment and selection, employee and leadership development, and coaching. I provide an overview of Trait and the practical set-up of the tool, including the reports available to practitioners. This is followed by reliability and validity evidence, highlighting the scientific foundations and practice implications from research using Trait. Finally, example cases of clients using Trait in different sectors and assessment settings are described, highlighting relevant implications for using the tool in practice and applications of personality assessment more widely.
... Specifically, OCB-I directly benefits other individuals, primarily coworkers in the workplace, and indirectly contributes to the organization. In contrast, OCB-O benefits the organization in general (Williams and Anderson, 1991). OCBs in service industries, however, are somewhat different from those in other organizations (Ma et al., 2013). ...
Hospitality management research pays much attention to how work-related factors affect employees’ extra-role behaviors, while the potential role of work-family factors seems to be neglected. Using a sample of employees and their direct supervisors from several five-star hotels in China, a three-wave survey study was conducted to explore the effects of family motivation on organizational citizenship behaviors (OCBs) and voice behaviors, as well as to clarify the underlying mechanisms. The results show that family motivation stimulates employees to see their jobs as a means to obtain financial rewards to support families (i.e., job instrumentality) and then to be more concerned about their jobs’ security. Further, job security concern would enhance employees’ impression management motives, leading to more OCBs toward different targets while inhibiting voice behaviors. Implications for family motivation and extra-role behaviors research and practice are discussed.
... Task performance was measured using the 7-item scale of Williams and Anderson (1991). Supervisors were requested to rate the task performance of each of their subordinates. ...
Purpose
This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.
Design/methodology/approach
The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.
Findings
Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.
Practical implications
Findings provide practical implications for the management of task performance and human resources.
Originality/value
This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.
... In-role performance (IRP) was self-assessed with the 6-item Williams and Anderson (1991) scale. The performed CFA showed good fit to the data (χ 2 = 32.524, ...
The Klein et al. Unidimensional Target neutral (K.U.T.) commitment measure is a promising short self-report measure forming a counterpoint to the popular multidimensional approach to the assessment of commitment. The goals of the present study were to examine the construct reliability, convergent, discriminant, an incremental validity; and the measurement invariance (sex, education, job position) of the Polish version of K.U.T. The scale was evaluated using a sample of adults working for Polish organizations. Confirmatory factor analyses confirm original structure of the K.U.T.-PL and its measurement reliability and validity. Moreover, performed analysis showed that K.U.T.-PL was invariant across sex, education, and job position group. In conclusion, the findings confirm that the Polish adaptation of the K.U.T. presents solid psychometric properties and initial evidence of validity.
Although a growing number of studies on project knowledge hiding have identified the consequences of peer knowledge hiding in research and development (R&D) project settings, the effects of project managers' knowledge hiding on subordinates' task performance remain underexplored. Drawing on leader–member exchange theory, this study explores how different dimensions of project managers' knowledge hiding affect subordinates' task performance through leader‐member guanxi. Data were collected from a sample of 143 manager‐subordinate dyads in Chinese R&D teams. The results indicate that project managers' evasive hiding and playing dumb had negative influences on subordinates' task performance. Leader–member guanxi partially mediates the relationship between project managers' evasive hiding and subordinates' task performance. Finally, the theoretical and practical implications and limitations are discussed.
This study examines the impacts of adaptive and maladaptive perfectionism on the perceived task performance of employees and explores the moderating role of perceived organizational support (POS) in those relationships. By integrating the trait activation theory and the job demand-resources model (JD-R), we investigate whether POS as an organizational resource facilitates or constrains the effects of perfectionism traits on task performance. The data were gathered from 347 white-collar, full-time employees working in different sectors in Türkiye. The results of the moderated regression reveal only a significant interaction effect of POS with maladaptive perfectionism on task performance. In line with our predictions, when employees perceive higher levels of POS, the negative association between maladaptive perfectionism and task performance diminishes. However, the results did not support the interactive effects of adaptive perfectionism and POS on performance. The current study adds to a growing body of perfectionism literature and provides further support that POS plays a crucial role in mitigating the negative consequences of maladaptive perfectionism on employee task performance.
Despite the agreement on the importance of internal marketing, the central dogma that it creates value for employees which will incite employees to in turn create value for their organization and customers lacks empirical verification and remains a contentious issue. Two separate multisource-multilevel datasets are used to illuminate the effects of hotel property department-level internal marketing (process-focused) climate on a positive, key organizationally relevant psychological outcome (i.e., perceived organizational support) and a positive, key organizationally relevant behavioral outcome (i.e., organizational citizenship behavior), which in turn engender hotel property department effectiveness and competitive excellence, respectively. Moreover, the results suggest that organizational citizenship behavior is a linchpin in the explication and illustration of the effects of hotel property department/unit internal marketing climate on hotel property department/unit effectiveness and competitive excellence. By doing so, we provide a comprehensive model that underscores the impacts of internal marketing climate on crucial employee, organization/unit, and customer outcomes in the hospitality industry. Implications, limitations of the current inquiry, and avenues for future research are discussed.
Bali tourism is starting to revive after being devastated by the COVID-19 pandemic. This can be seen from the increase in foreign tourist arrivals and wisdom and hotel occupancy rates. The Sanur area is one of the attractive tourist destinations. But the COVID-19 storm has changed the behavior of hotel employees. Common things that are altruistic in nature in employees have decreased. Polite and considerate behavior towards colleagues aimed at preventing work-related problems has also decreased. This situation is still ongoing even though employees know that the government has started to relax the mask policy, but WHO has not yet declared the end of the COVID-19 pandemic. The human resource (HR) managers of hotels in Sanur strive to develop an empowering environment that allows all employees to contribute to their peak performance. HR can be optimized through a behavior, namely organizational citizenship behavior (OCB). This behavior displays employee altruism, courtesy, sportsmanship, awareness, and benevolence. OCB is one of the measures of organizational success because although it is abstract, OCB with the concept of helping and friendliness that tends to go unrecognized actually contributes positively and is able to increase organizational effectiveness.
The current article introduces the perspectives of three faculty members who together lead a mentorship program for new faculty at a Midwestern public higher education institution. These faculties offer their leadership experiences from the viewpoint of a mentee, mentor, and administrator, respectively. Together, their layered experiences outline the formation, development, and evaluation of the TANDEM (Thoughtful Advice, Nurtured Diversity, Engaged Mentorship) program. From their unique perspectives, the authors discuss effective practices, challenges faced, and future frontiers of exploration in faculty mentoring and leadership development.
Purpose
The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.
Design/methodology/approach
Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.
Findings
Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.
Practical implications
Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.
Originality/value
This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al. , 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.
The aim of this study was to examine the effect of servant leadership on organizational citizenship behavior. An explanatory research design and quantitative approach were employed. In the Ethiopian public service organization context, data were collected using a standard questionnaire from 321 respondents. The present study employed social exchange theory to explain the effect of servant leadership on organizational citizenship behavior. To test hypotheses, the study employed structural equation modeling using AMOS software version 26. The findings of the study established that servant leadership has a positive and statistically significant effect on organizational citizenship behavior. This study is the first empirical study in an Ethiopian cultural context.
Globalisasi menjadikan tenaga kerja sebagai sebuah komoditas, artinya semua aspek dalam tenaga kerja, baik kemampuan, kognitif, otak, dan otot dapat diperjualbelikan. Pengalaman konsumen menjadi fokus yang utama pada era Society 5.0. Oleh sebab itu, seorang karyawan perlu meningkatkan kinerja pekerjaannya agar dapat memberikan pengalaman konsumen yang terbaik. Demi mempersiapkan karyawan dalam menghadapi era Society 5.0, diperlukan suatu sumber daya pribadi yang baik. Salah satu sumber daya pribadi tersebut adalah psychological capital atau modal psikologis. Tujuan penelitian ini adalah mengetahui bagaimana modal psikologis dan keterikatan kerja membentuk kinerja pekerjaan karyawan di Era Society 5.0. Dengan mengetahui bagaimana modal psikologis dan kinerja pekerjaan dalam pembentukan kinerja pekerjaan, perusahaan dapat menciptakan program-program yang dapat meningkatkan modal psikologis dan keterikatan kerja sehingga kinerja pekerjaan karyawan dapat ditingkatkan. Metode pendekatan kuantitatif digunakan dalam penelitian untuk mengukur variabel modal psikologis, kinerja pekerjaan, dan keterikatan kerja. Ketiga variabel tersebut diukur melalui kuesioner daring yang dibagikan oleh Peneliti. Penelitian ini dilakukan pada karyawan sales di perusahaan yang bersifat for-profit sehingga dapat memberikan perspektif yang berbeda mengenai variabel modal psikologis, kinerja pekerjaan, dan keterikatan kerja pada karyawan. Dalam penelitian ini juga ditambahkan Key Performance Indicator (KPI) agar kinerja pekerjaan yang diukur menjadi lebih objektif. Hasil penelitian menunjukkan bahwa adanya hubungan positif antara modal psikologis dan keterikatan kerja, begitu juga antara keterikatan kerja dan kinerja pekerjaan.
This study examines the relationship between employee engagement and goal orientation towards competence and the relationship between competence and employee performance in financial institutions. Questionnaires were given to several financial institutions in Aceh, North Sumatra, and Riau. Selection of financial institutions as a place for distributing questionnaires, based on the similarity of their business products. The similarities such as mortgage marketing, multipurpose, and investment. These three regions are the most central provinces and have high levels of trade in western Indonesia. The sampling technique was carried out purposively based on specific criteria for the respondents. Partial Least Square (PLS) carried out the data analysis technique. The findings are Employee Involvement (EI) has a significant effect on Employee Performance (EP) with a path coefficient of 0.396 and a value of t = 3.765 (significance 0.000 less than 0.05). Employee Engagement (EE) will encourage an increase in Employee Performance (EP). The first hypothesis is accepted. Goal Orientation (GO) has no significant effect on Employee Performance (EP) with path coefficient-0.022 and t value = 0.460 (significance 0.645 greater than 0.05). Goal Orientation (GO) does not encourage an increase in Employee Performance (EP) The second hypothesis is rejected. Employee Involvement (EI) has a significant effect on Competence (COM) with a path coefficient of 0.920 and a value of t = 52.790 (significance 0.000 less than 0.05). Employee Involvement (EI) encourages an increase in Competence (COM). The third hypothesis is accepted. Goal Orientation (GO) has no significant effect on Competence (COM) with path coefficient-0.045 and t value = 1.316 (significance 0.189 is greater than 0.05). Goal Orientation (GO) does not encourage an increase in Competence (COM). The fourth hypothesis is rejected. Competence (COM) has a significant effect on Employee Performance (EP) with a path coefficient of 0.485 and a value of t = 4.646 (significance 0.000 less than 0.05). Competence (COM) will encourage Employee Performance (EP). The fifth hypothesis is accepted. The next step is to test the hypothesis of the indirect impact of the mediating variable Competence (COM). First, the predictor variable Employee Engagement (EE) has a significant effect on Employee Performance (EP) through Competence (COM) with a path coefficient of 0.446 and a value of t = 4,607 (significance 0.000 less than 0.05). Employee Engagement (EE) drives Employee Performance (EP) through Competence (COM). Hypothesis six is accepted. Second, the predictor variable Goal Orientation (GO) has no significant effect on Employee Performance (EP) through Competence (COM) with path coefficient-0.022 and t value = 1.252 (significance 0.211 greater than 0.05). Goal Orientation (GO) encourages Employee Performance (EP) through Competence (COM). Hypothesis seven is rejected. Furthermore, this study provides recommendations on practices and policies for producing employee productive work behavior in improving organizational performance. Another unique aspect of this research is that employees need to think and act out of the box to increase their competencies to become superior employees. As a result, employees still get high ratings from the leadership.
Purpose
Guided by the affective events theory (AET), the purpose of this paper was to explore the impact of interpersonal trust in peers, as an affective work event, on two affect-driven behaviors (i.e. job performance and organizational citizenship behavior toward individuals [OCBI]) via positive affect during the Covid-19 pandemic, particularly in the Asia–Pacific region.
Design/methodology/approach
This study is quantitative in approach, and longitudinal survey study in design. The authors collected data from lecturers in 2020 at the beginning, at the end and two months after the first Covid-19 lockdown in Malaysia. Then, the authors utilized the efficient partial least squares (PLSe2) estimator to investigate the relationships between the variables, while also considering gender as a control variable.
Findings
The findings show that positive affect fully mediates the relationship between interpersonal trust in peers and job performance and partially mediates the relationship between interpersonal trust in peers and OCBI. Given that gender did not demonstrate any significant relationships with interpersonal trust in peers, positive affect, job performance and OCBI, the recommended policies can be universally developed and applied, irrespective of the gender of academics.
Originality/value
This research contributes originality by integrating the widely recognized theoretical framework of AET and investigating a less explored context, specifically the Malaysian higher education sector during the challenging initial phase of the Covid-19 pandemic. Furthermore, the authors adopt a novel and robust methodological approach, utilizing the efficient partial least squares (PLSe2) estimator, to thoroughly examine and validate the longitudinal theoretical model from both explanatory and predictive perspectives.
Workplace loneliness has an unpleasant influence on the workforce and organizations. Even though it is a persistent problem, it needs more consideration in organization studies. In this study, we address this gap from the lens of social exchange theory. We examined how workplace loneliness is associated with organizational citizenship behavior. We also examine how affective organizational commitment mediates the relationship between workplace loneliness and the organizational citizenship behavior of an employee. The study provides valuable recommendations for organizations and managers to lower the perceived feeling of workplace loneliness.
En este trabajo, se evaluó empíricamente un modelo de desempeño en la tarea considerando como antecedentes la percepción del apoyo de la familia y de los amigos, el bienestar psicológico y el desempeño contextual. Además, se valoró la importancia-rendimiento de las variables sobre el desempeño en la tarea. Se utilizó un diseño de investigación explicativo, no probabilístico y transversal. Las técnicas estadísticas fueron un modelo PLS-SEM y un mapa importancia-rendimiento. Se encontró que las percepciones del apoyo de la familia y los amigos influyen indirectamente sobre desempeño en la tarea, a través de la mediación del bienestar psicológico y el desempeño contextual, estos impactan directamente en el desempeño en la tarea. El desempeño contextual es la variable más relevante para el desempeño en la tarea.
Perubahan sistem pendidikan yang awalnya dilakukan secara tatap muka, saat ini harus dilakukan pembelajaran jarak jauh akibat pandemi Covid-19. Pembelajaran jarak jauh mengharuskan orang tua turut serta mengawasi anak selama pembelajaran berlangsung. Pengawasan tersebut kemudian menimbulkan stres dan ketidakmampuan mengelola emosi pada orang tua. Hasil pre-test dan post-test menunjukkan bahwa ... Program pengabdian masyarakat berupa webinar ini dilaksanakan untuk membantu orang tua dan tenaga pendidik mengelola emosi selama pembelajaran jarak jauh. Webinar berisi materi tentang emosi serta bagaimana mengelola emosi tersebut menggunakan berbagai teknik. Webinar berlangsung dengan lancar dan mampu memberikan insight kepada peserta.
Purpose
The researchers aim to investigate the role of psychological capital (PsyCap) in facilitating intrinsic motivation and goal-commitment among employees at the workplace, affecting outcome variables, namely, in-role and extra-role job performance.
Design/methodology/approach
Data were collected from 640 employees working in the information technology sector of India. Covariance-based structural equation modeling (CB-SEM) was used to test the hypothesized relationships.
Findings
Analysis revealed a significant positive impact of PsyCap on the two behavioral facets of job performance. Intrinsic motivation and goal-commitment were found mediating the influence of PsyCap on the two facets of job performance.
Practical implications
The information technology sector is characterised by continuous change. It requires voluntary prosocial behavior from employees, where the employees are expected to display multifaceted job performance behaviors, where they go beyond their job duties to cater for the dynamics of the IT sector. The present study provides means by which intrinsic motivated and goal-committed behavior are facilitated for both the in-role and extra-role job performance.
Originality/value
The present study is among the few preliminary studies that have provided evidence that intrinsic motivation and goal-commitment are the two variables which aid PsyCap in predicting both the prescribed and voluntary job performance behaviors.
Despite the extensive research on organizational commitment, studies that specifically examine the impact of social exchange factors on organizational commitment are needed. More empirical evidence of the effects of social exchange is necessary because most studies have been conducted in developed countries, and less is done in the context of development banks in Ethiopia. Consequently, this research aims to examine the impact of social exchange factors on organizational commitment among Bank employees by investigating the association between work environment, job security, pay satisfaction, and involvement in decision-making with employees' organizational commitment. Using a census sampling technique, 208 employees filled out Likert-scale questionnaires to collect cross-sectional data and utilized multiple linear regression to test the hypothesis. Descriptive and inferential statistics were employed to examine the data using STATA 17. The findings indicate that the mean value for job security, pay satisfaction, Participation in decision-making, and organizational Commitment was above average. Weighted least square estimation was fitted where Payment satisfaction (B=0.202, P_value<0.06), job security (B=0.25, P_value<0.001), Participation in decision making (B=0.28, P_value<0.001) were significant and had a positive effect however work environment (B=0.05, P_value<0.48) is not effective at a 5% level of significance. This W.L.S. result suggests that employees are committed to D.B.E. However, the work environment was insignificantly related to organizational commitment.In conclusion, the results indicate that job security, pay satisfaction, and Participation in decision-making are significant determinants of organizational commitment. However, the work environment has little impact on employees' commitment to the organization; these help the Bank continue its strategy with moderate changes for the best outcome above average, develop strategies to enhance employee commitment and improve organizational performance. The study highlights the importance of job security, fair compensation, and the opportunity for employees to participate in decision-making processes to increase commitments.
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.