The perceived effectiveness of democratic management,job performance,and citizenship behavior: evidence from a large Chinese state-owned petrochemical company

Democratic management, a unique union-based form of employee participation in China, is seldom studied in the employee participation literature. This paper investigates the associations between employees’ perceived democratic management effectiveness, employee job performance and organizational citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm from the central region of China. We find that our measure of an employee’s perception of democratic management effectiveness is positively associated with an employee’s job performance and organizational citizenship behavior. However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is a dispatch worker. Our interpretation of the findings suggests that an employee’s perception of democratic management effectiveness is a source of employee performance.     

The perceived effectiveness of democratic management,job performance,and citizenship behavior: evidence from a large Chinese state-owned petrochemical company

Democratic management, a unique union-based form of employee participation in China, is seldom studied in the employee participation literature. This paper investigates the associations between employees’ perceived democratic management effectiveness, employee job performance and organizational citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm from the central region of China. We find that our measure of an employee’s perception of democratic management effectiveness is positively associated with an employee’s job performance and organizational citizenship behavior. However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is a dispatch worker. Our interpretation of the findings suggests that an employee’s perception of democratic management effectiveness is a source of employee performance.     

Duties Owed to Organizational Citizens – Ethical Insights for Today’s Leader

Organizational citizenship behavior (OCB) has been widely recognized as a contributor to improving organizational performance and wealth creation. The purpose of this article is to briefly summarize the motives of many employees who exercise OCB and to identify the ethical duties owed by organizational leaders to the highly committed employees with whom they work. After reviewing the nature of OCB and the psychological contracts made with highly committed employees, we then use Hosmer’s framework of ten ethical perspectives to identify how OCB is viewed from each of those ethical viewpoints. We offer six propositions about OCB that relate to building employee commitment and trust.     

Linking employee development activity,social exchange and organizational citizenship behavior

The authors examined ‘perceived beneficiary’ of employee development (self, organization) for relationships with employee development activity. Perceived organizational support served as a moderator. The authors conclude that employees may engage in development activities to partly benefit their organization to the extent that a positive exchange relationship exists. Correlational data also show that development behavior is related to organizational citizenship behavior, and this is particularly true for work‐related development activity. This research links employee development with social exchange and organizational citizenship, providing implications for both research and practice.     

Effects of corporate social responsibility on customer satisfaction and organizational attractiveness: A signaling perspective

In recent years, many researchers have attempted to determine the mechanisms of how corporate social responsibility (CSR) brings financial benefits to a firm. However, many chief financial officers (CFOs) throughout the world are uncertain about the strategic value of CSR, and no consensus has been reached on defining how CSR creates value. Drawing on signaling theory, we explore the effects of the multidimensional construct of CSR on organizational performance by examining the relationships among CSR, corporate reputation, customer satisfaction, and organizational attractiveness from the perspectives of both customers as well as job seekers. Consistent with the European Commission's view, CSR is defined as having three components: CSR for employees, CSR for customers, and CSR for social public welfare. Data are collected through an online survey of a convenient sample of 500 individuals from different organizations in China. Results indicate that corporate reputation plays a mediating role in the relationship between CSR and customer satisfaction and that between CSR and organizational attractiveness. Further, the impact mechanisms of the three components of CSR are different. For CSR for employees, both cognitive and affective reputation work as mediators, with the former playing a bigger mediating role than the latter. For CSR for customers, only cognitive reputation works as a mediator, whereas for CSR for social public welfare, only affective reputation works as a mediator. This study's findings show that the abovementioned relationships are more complex than previous studies have revealed. These insights provide guidelines for firms to better adjust their CSR strategies to improve customer satisfaction and organizational attractiveness.     

Understanding customer participation in CSR activities: The impact of perceptions of CSR,affective commitment,brand equity,and corporate reputation

This study investigates the mediating role of affective commitment in the link between perceptions of corporate social responsibility (CSR) and the intention to participate in CSR activities. We also examine the moderating role of firms' brand equity and corporate reputation in the relationship between perceived CSR and affective commitment. The data were collected from two online surveys and analyzed using Hayes' PROCESS macro. The results indicate a partial mediating effect of affective commitment and a significant moderating effect of brand equity. However, the moderating effect of corporate reputation is not significant. This study contributes to uncovering the process of enhancing CSR performance.     

Three country study: impact of support on employee attitudes

This study examined the mediating effects of perceived organizational support and affective commitment in the relationships among perceived supervisor support, organizational citizenship behavior (OCB) (individual and organizational), and turnover intentions. The proposed relationships were tested by conducting the same study involving restaurant employees in three different countries – India, USA, and South Korea. The mediating effects of perceived organizational support and affective commitment between perceived supervisor support and turnover intentions were found to be consistent across the three countries. However, the relationships among OCBs differed. While affective commitment was significantly related to both OCBs in the South Korean sample, affective commitment was significantly related only to OCBs towards organization in the US sample, and neither relationship was found to be significant in the Indian sample. This study helps to explain how contextual factors influence responses to each study variable and the proposed relationships.     

Understanding the link between communication satisfaction,perceived justice and organizational citizenship behavior

This study broadens the application of the justice and OCB concepts beyond pay and job satisfaction to capture previously uninvestigated effects by examining the link between communication satisfaction (CS), perceived justice, and organizational citizenship behaviors (OCB) among Chinese employees. We predict perceived justice will mediate the relationship between CS and OCB. We also predict CS will mediate the relationship between perceived justice and OCB. Quantitative analyses were used to analyze the relationships. FsQCA was used as an additional technique to test the mediating effect. Results show that OCB were influenced by CS and perceived justice. CS is a mediator between perceived justice and OCB. Perceived justice is not a mediator between CS and OCB. The finding points to the need for enhancing communication practices and creating a fair working environment in order to encourage discretionary behaviors. Theoretical and practical implications are discussed along with the limitations.     

人力资源实践和组织公民行为关系研究

本文以上海、广东和江苏三地的464家制造企业的员工为调查对象,在社会交换理论的基础上,采用结构方程模型方法研究支持性人力资源实践和组织公民行为之间的关系,以及可察觉的组织支持在上述关系中的中介作用。研究结果表明,支持性人力资源实践和组织公民行为之间存在显著的正相关关系,并且可察觉的组织支持起到部分中间作用。     

Leader-member exchange and organizational citizenship behavior: A new perspective from perceived insider status and Chinese traditionality

Although much research has been done on the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB), little attention has been paid to the mechanism underpinning the relationship. Based on a sample of 214 supervisor-subordinate dyads from indigenous family business in China, this paper examines the mechanism by which LMX affects OCB, especially the mediating role of perceived insider status and the moderating role of Chinese traditionality. Structural equation modeling results show that: (1) LMX is positively related to OCB, and (2) perceived insider status fully mediates the relationship between LMX and OCB. Hierarchical regression results further reveal that Chinese traditionality moderates the effect of LMX on perceived insider status.     

Doing Unto Others: The Reciprocity of Helping Behavior in Organizations

Reciprocity is a fundamental aspect of social life, and a phenomenon studied from a wide variety of philosophical, theological, and social scientific perspectives. In this study, we use social exchange theory to investigate why employees help other employees. We hypothesize, based on the norm of reciprocity (Gouldner, 1960), that a significant cause of an employee's helping behavior is how much organizational citizenship behavior (OCB) the employee has received from coworkers. To provide evidence of the discriminant validity of OCB received as an antecedent of helping behavior, we also assess its effects on another form of extra-role behavior, voice, as well as in-role performance. We found, in a sample of 157 employee-supervisor dyads, that OCB received was related to helping behavior after controlling for several antecedents of helping behavior identified in past research, and was less related to voice and in-role behavior, as hypothesized. Implications for theory and practice are presented.     

Returning the favor: positive employee responses to supervisor and peer support for training transfer

Drawing on social exchange theory and associated notions of reciprocity, we argue that interpersonal support for training transfer in the workplace is associated with increased employee task performance and organizational citizenship behavior (OCB) and reduced turnover intention. We test our hypotheses using survey data from 786 Chinese retail employees. The findings show that when employees perceive high levels of supervisor/peer support for training transfer, they are more likely to deliver higher levels of task performance and OCB in response, which in turn, lead to reduced turnover intention. We also found that the strength of the relationship between supervisor/peer support for training transfer on individuals’ OCB varied across regions within China. The results confirm the moderating role of regional context (coastal and inland regions) on the relationship between supervisor/peer support for training transfer on individuals’ OCB, with a stronger effect found in less economically developed inland regions. The moderating effect of region indicates that cross‐cultural researchers need to be aware of possible within‐country variations in employee attitudes and values.     

How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust

This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees’ counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.     

Work-family conflict and organizational citizenship behavior: the role of job satisfaction and decision authority

Drawing upon the conservation of resources theory (Hobfoll, Am Psychol 44:513–524, 1989), social exchange theory (Blau, Exchange and power in social life, 1964)and the job demand-control model (Karasek, Adm Sci Q 24:285–308, 1979), this studyuncovers the theoretical mechanism that explains the relationship between workfamily conflict and organizational citizenship behavior (OCB). First, this study focuses on how employee job satisfaction mediates the relationship. Then, we investigate the moderating role of decision authority in the mediated relationship. We employ three-wave data collected from 324 employees in 102 teams to test our hypotheses. Results of hierarchical linear modeling (HLM) first shows that job satisfaction mediates the relationship between work interference with family (WIF) and OCB. In addition, employees’ decision authority moderates the direct effect of WIF on OCB. Specifically, the negative relationship between WIF and OCB is stronger when employees’ decision authority is high. Moreover, decision authority moderates the indirect effect of WIF on OCB via job satisfaction. Specifically, the negative relationship between WIF and job satisfaction is weaker when employees’ decision authority is high. The results suggest that organizations should give employees enough decision authority over their work, as a high level of decision authority may act as a double-edged sword regarding critical organizational outcomes.     

Do employees value strategic CSR? A tale of affective organizational commitment and its underlying mechanisms

Virtually all studies that focus on the relationship between CSR perceptions and employees’ organizational commitment have not taken into consideration the fit between social and environmental activities and a firm’s business‐unit strategy. This is essential to inquire because scholars have argued that when companies ingrain CSR activities into their strategy‐making process (i.e., in their vision, mission, and overall business model), this might send a more compelling message that resonates closer to workers’ personal standards, and actually enhance employee‐level outcomes. Nevertheless, there is no certainty “if” and “how” these evaluations could affect employees’ organizational commitment. To address this issue, we use cue consistency theory and social identity theory as overarching frameworks to develop a model where we conceptually link perceptions of strategy‐CSR fit with a particular type of organizational commitment: affective. In addition, we posit and test three mediators to understand the underlying psychological mechanisms of this relationship: perceived external prestige, organizational identification, and work meaningfulness. Through structural equation modeling, and using a heterogeneous final sample of 579 employees, we find compelling evidence to support the fact that strategy‐CSR fit enhances employees’ affective organizational commitment through the proposed mediators. Academic contributions and practical implications are then discussed.     

Company Support for Employee Volunteering: A National Survey of Companies in Canada

Company support for employee volunteerism (CSEV) benefits companies, employees, and society while helping companies meet the expectations of corporate social responsibility (CSR). A nationally representative telephone survey of 990 Canadian companies examined CSEV through the lens of Porter and Kramer’s (2006, ‘Strategy and society: the link between competitive advantage and corporate social responsibility’, Harvard Business Review, 78–92.) CSR model. The results demonstrated that Canadian companies passively support employee volunteerism in a variety of ways, such as allowing employees to take time off without pay (71%) or adjusting their work schedules (78%). These Responsive CSR efforts contribute to the company’s value chain by enhancing employee morale, a perceived CSEV benefit. More active forms of support requiring company time or money are less common; for example, 29% allow time off with pay. Companies perceive that support for employee volunteering enhances their public image, a Responsive CSR strategy when employed to ameliorate a damaged reputation or a Strategic CSR strategy when contributing to a competitive position. A minority perceive challenges like covering the workload. Many companies target and/or exclude particular causes and link CSEV efforts with other philanthropic donations, suggesting a Strategic CSR application of CSEV. Where programs exist, they frequently are neither tracked nor evaluated, suggesting that companies are not using these programs as strategically as they might.     

Employer branding and CSR communication in online recruitment advertising

While multiple studies have discussed the importance of corporate social responsibility (CSR) in recruiting, two important but unaddressed questions constrain the understanding and practice of presenting firms’ socially conscious efforts to their prospective employees. First, are companies engaged in CSR communicating their CSR practices effectively in online recruitment advertising? And second, what CSR information should companies include in online job advertisements to improve their employer attractiveness to prospective candidates? The findings of this study show that CSR communication in recruitment advertising is often limited, an ad-hoc practice, and mostly focused on company practices concerning employee participation and development. Even companies with a great CSR reputation take surprisingly little advantage of their CSR image when it comes to attracting job candidates. To improve employer attractiveness, we recommend that human resources managers consider (1) optimizing the structure of online job advertisements by including a company overview section in which CSR information can be presented easily, (2) expanding the scope of CSR dimensions in job advertisements to include environmental performance and community relations, (3) offering information about opportunities for employee engagement with CSR, and (4) adopting a strategic approach to the inclusion of CSR content in online job advertisements.     

Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors

This research investigates the interlinkage between corporate social responsibility (CSR) and ethical leadership in inducing employees’ socially responsible behaviors (SRBs). Specifically, building on organizational identification theory and cue consistency theory, we develop and test an integrated moderated mediation framework in which employees’ perception of ethical leadership moderates the mediating mechanism between their perceptions of CSR (i.e., perceived CSR–environment and perceived CSR–community), organizational identification, and SRBs (i.e., green and societal behaviors). The findings highlight the need for consistency between employees’ perceptions of CSR and ethical leadership to foster their propensity to further social good through relationship-building activities with their organization. The results, which largely verify the theoretical framework, contribute to and have implications for both research and practice.     

Moderating Effect of Perceived Organizational Support on Human Resource Development Practices and Organizational Citizenship Behavior

This study examined the moderating effect of perceived organizational support on the relationship between human resource development practices and organizational citizenship behavior of hotels in Thailand. The results from a survey of 733 frontline employees revealed that the relationship between human resource development practices and organizational citizenship behavior was stronger for employees with the high level of perceived organizational support, compared to employees with the low level of perceived organizational support. Therefore, this finding contributes to a significant understanding of moderating effect of perceived organizational support in service organizations. Discussion and implications are also provided.     

A mutuality perspective of psychological contracts regarding career development and job security

Psychological contracts are more likely to be fulfilled when the parties to the contract develop mutuality (agreement) concerning the expectations and obligations of both parties. This study explores the impact of psychological contract mutuality about career development responsibility and job security on the in-role and organizational citizenship behavior (OCB) performance of employees. These relationships are also tested to see if they vary by the managerial vs. non-managerial job level of the employee.