High-involvement human resource practices,affective commitment,and organizational citizenship behaviors

Although understanding the concept of organizational citizenship behaviors (OCBs) in a service context is important, very few studies have investigated what motivates frontline service employees to exhibit such behaviors. This study examines how high-involvement human resource (HR) practices influence affective commitment, which contributes to citizenship behaviors in service settings from the employees' point of view. Based on previous studies, this study proposed a conceptual model and hypothesized that five constructs of HR practices (i.e. recognition, empowerment, competence development, fair rewards, and information sharing) facilitate the development of frontline employees' affective commitment. This kind of organizational commitment in turn contributes to OCB (i.e. loyalty, participation, and service delivery). Data were collected from 172 contact employees of Taiwanese restaurants. The result indicated that high-involvement HR practices play an important role in determining contact employees' affective commitment. Moreover, affective commitment was found to be an effective linkage between high-involvement HR practices and contact employees' citizenship behaviors.     

Service worker role in encouraging customer organizational citizenship behaviors

Assessment of the role of the individual service worker in encouraging customer organizational citizenship behaviors (customer OCBs) is the primary focus of this paper. The researchers investigate this topic empirically across three service contexts. Customer OCBs are voluntary, outside of the customer's required role for service delivery, which provide help and assistance and are conducive to effective organizational functioning. In this paper, commitment to the service worker is the strongest predictor of customer OCBs. Further, personal loyalty to the service worker serves as a partial mediator of the effects of perceived benevolence of the service worker and commitment to the service worker on customer OCBs. Finally, theoretical, managerial and future research implications are included.     

Insufficient discriminant validity: A comment on Bove, Pervan, Beatty, and Shiu (2009)

Bove, Pervan, Beatty, and Shiu [Bove, LL, Pervan, SJ, Beatty, SE, Shiu, E. Service worker role in encouraging customer organizational citizenship behaviors. J Bus Res 2009;62(7):698-705.] develop and test a latent variable model of the role of service workers in encouraging customers' organizational citizenship behaviors. However, Bove et al. [Bove, LL, Pervan, SJ, Beatty, SE, Shiu, E. Service worker role in encouraging customer organizational citizenship behaviors. J Bus Res 2009;62(7):698-705.] claim support for hypothesized relationships between constructs that, due to insufficient discriminant validity regarding certain constructs, may be inaccurate. This research comment discusses what discriminant validity represents, procedures for establishing discriminant validity, and presents an example of inaccurate discriminant validity assessment based upon the work of Bove et al. [Bove, LL, Pervan, SJ, Beatty, SE, Shiu, E. Service worker role in encouraging customer organizational citizenship behaviors. J Bus Res 2009;62(7):698-705.]. Solutions to discriminant validity problems and a five-step procedure for assessing discriminant validity then conclude the paper. This comment hopes to motivate a review of discriminant validity issues and offers assistance to future researchers conducting latent variable analysis.     

Organizational culture,innovation, and performance: A test of Schein's model

Innovation is the key to organizational survival and therefore the study of processes that support innovation should be of interest to researchers and practitioners alike. Schein's multi-layered model of organizational culture offers a useful framework for thinking about processes that foster innovation. A defining characteristic of the model is the subtle but important distinctions between the varied “layers” of organizational culture (i.e., values and norms, artifacts and behaviors). The basic assumption of this study is that Schein's model offers a tractable explanation of cultural processes that support organizational innovation, especially in service firms. Despite the intuitive appeal and practical value of Schein's conceptual framework, empirical research in relation to the model is limited. This paper develops a rationale for an empirical model based on Schein's conceptual model; the study reports a test of an empirical model. Data collected from approximately 100 principals of law firms provides a suitable empirical context for a test of the model. The findings generally support the hypothesized relationships. A key result is how layers of organizational culture, particularly norms, artifacts, and innovative behaviors, partially mediate the effects of values that support innovation on measures of firm performance. The findings have implications for theory and practice, especially in relation to building an organizational culture within professional service firms that fosters innovative behavior.     

Psychological contracts and fairness: The effect of violations on customer service behavior

A conceptual model of the effect of psychological contracts and associated fairness perceptions on customer service organizational citizenship behaviors (CSOCB) is presented. Psychological contracts, individually held beliefs regarding employer-employee reciprocal expectations and obligations, provide a basis for the comprehensive perception of organizational justice. In turn, justice perceptions result in CSOCB, or externally directed extra-role behaviors. When customer contact employees perceive violations, these behaviors are likely to be either negative or a reduction of positive behaviors. Future research is discussed.     

The relationship between perceived training opportunities,work motivation and employee outcomes

The purpose of this study was to explore alternative relationships between training opportunities and employee outcomes. A cross‐sectional survey of 343 trainees from a broad range of Norwegian service organizations showed that the relationship between perceived training opportunities, and both task performance and citizenship behaviors were fully mediated, and that the relationship between perceived training opportunities and turnover intention was partially mediated by employee intrinsic motivation. In addition, intrinsic motivation was found to moderate the relationship between perceived training opportunities and organizational citizenship behaviors. The form of the moderation revealed a positive relationship for those with high intrinsic motivation. In sum, the variables included as predictors in our study explained 13 per cent of the variance in task performance, 19 per cent of the variance in organizational citizenship behavior and 24 per cent of the variance in turnover intention. Implications for practice and directions for future research are discussed.     

“农超对接”模式下农户心理契约的构成及中介效应分析

组织公民行为是测量组织合作过程中绩效的重要指标之一,而影响其组织公民行为的众多因素中,又以组织公平最为重要。本文研究的对象是"农超对接"过程中农户所表现的组织公民行为,着眼于农户心理契约的视角,通过实证分析探讨超市组织公平与农户组织公民行为之间的关系。研究结果发现,超市组织公平是影响农户组织公民行为表现的重要因素;而农户的关系型心理契约是超市组织公平对农户组织公民行为影响的中介变量。最后,针对研究结果,提出研究结论以及在"农超对接"过程中的政策建议。     

The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis

This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries. This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform excellent organizational citizenship behaviors, including the altruism of assisting colleagues and the responsible conscientiousness toward organization. The effect of altruism toward colleagues is especially stronger. Finally, the effect of leaders’ values, attitudes, and behaviors on the spiritual survival of employees is stronger in retail than that in finance.     

An investigation of positive affect,prosocial behaviors and service quality

This research investigates the relationships among service provider and customer positive affect, employee- and customer-directed prosocial behaviors, and sales-oriented behavior; three types of behavior commonly exhibited in the context of service delivery. In addition, employee and customer perceptions of service quality are considered. Three studies are presented. The principle findings indicate that employee positive affect is positively related to employee perceptions of altruistic organizational citizenship behavior and customer-oriented behavior, and negatively related to sales-oriented behavior. Customer positive affect is positively related to customer perceptions of customer-oriented behavior and service quality, and negatively related to sales-oriented behavior. Managerial and research implications are also discussed.     

Modeling Corporate Citizenship and Its Relationship with Organizational Citizenship Behaviors

Citizenship, such as corporate citizenship and organizational citizenship, has been an important issue in business management for decades. This study proposes a research model from the perspectives of social identity and resource allocation, by examining the influence of corporate citizenship on organizational citizenship behaviors (OCBs). In the model, OCBs are positively influenced by perceived legal citizenship and perceived ethical citizenship, while negatively influenced by perceived discretionary citizenship. Empirical testing using a survey of personnel from 18 large firms confirms most of our hypothesized effects. Theoretical and managerial implications of our findings are discussed.     

What is in it for Me? Middle Manager Behavioral Integrity and Performance

We propose that middle managers’ perceived organizational support enhances their performance through the sequential mediation of their behavioral integrity and follower organizational citizenship behaviors. We test our model with data collected from middle managers, their direct subordinates, and their direct superiors at 18 hotel properties in China. The current study’s findings contribute to the existing literature on perceived organizational support and behavioral integrity. They also add a practical self-interest argument for middle managers’ efforts to maintain their word-action alignment by demonstrating that middle manager behavioral integrity positively affects middle managers’ own task performance ratings, both directly and via its positive effect on subordinates’ organizational citizenship behaviors.     

Toward a new measure of organizational environmental citizenship behavior

Previous work has conceptualized workplace pro-environmental behaviors within the organizational citizenship behavior framework and a scale to measure these behaviors has been developed. The goal of the present research was to address conceptual and psychometric issues of this scale by: (a) conceptualizing organizational environmental citizenship behavior within the dominant target-based framework, (b) developing and refining a new, more comprehensive measure of organizational environmental citizenship behavior and (c) validating this new measure by providing evidence for its content, construct, convergent, discriminant, concurrent, incremental concurrent and nomological validity, and its internal and temporal stability. To this end, six separate studies (N = 652) were conducted, which together produced a psychometrically acceptable measure of organizational environmental citizenship behavior. Theoretical and practical implications from this research and direction for future research are discussed.     

Being Good Citizens: Understanding a Mediating Mechanism of Organizational Commitment and Social Network Ties in OCBs

Given that citizenship challenges the basis and workings of the basic institutions market, state, and civil society, organizational citizenship behaviors (OCBs) become an important moral tenet found in some codes of ethical principles. This study explores service-oriented OCBs and their determinants. Three dimensions of service-oriented OCBs (loyalty, service delivery, and participation) are hypothetically influenced by distributive justice, procedural justice, personal cooperativeness, and the need for social approval through the mediation of organizational commitment. The three dimensions of OCBs are hypothetically influenced by personal cooperativeness, need for social approval, task interdependence, and outcome interdependence through the mediation of social network ties. The model is tested using data from contact employees at several financial holding companies in Taiwan. Test results reveal that the relationships between need for social approval and organizational commitment and those between task interdependence and social network ties are insignificant, whereas all other paths are significant. This study also provides managerial implications and limitations.     

Perceived organizational justice, trust, and OCB: A study of Chinese workers in joint ventures and state-owned enterprises

We examine the relationships among perceived organizational justice, trust, and organizational citizenship behavior (OCB) of workers in joint ventures (JVs) and state-owned enterprises (SOEs) in China. We hypothesize different dimensions of organizational justice are related to trust in organization and trust in supervisor, which will in turn affect workers’ OCB. Some of these relationships are hypothesized to be different in SOEs and JVs owing to the differences in management practices and employment relationships between them. Our hypotheses are tested on data collected from 295 supervisor–subordinate dyads in a JV and 253 such dyads in an SOE. The analyses reveal that (1) the positive effect of distributive justice on trust in organization is stronger in JVs than in SOEs, (2) the positive effect of procedure justice on trust on organization is stronger in SOEs than in JVs, (3) the effect of interaction justice on trust in supervisor is similar for both types of organization; (4) trust in organization affects OCB in both SOEs and JVs, and (5) trust in supervisor affects OCB in JVs only.     

Can error management culture increase work engagement in hotels? The moderating role of gender

This study examines (1) the influence of error management culture on employees’ work engagement; (2) how gender affects the proposed relationship; and (3) the mediating effect of work engagement between error management culture and organizational citizenship behaviors. Data were collected from frontline hotel employees in China (Study 1) and hotel managers in the United States (Study 2). The results support the overall moderated mediation model. Results indicated that organizational error management culture has a stronger effect on work engagement for the male group and that increased work engagement resulted in increased organizational citizenship behaviors.     

Job Satisfaction: Linking Perceived Organizational Support,Organizational Justice with Work Outcomes in China

This study develops and tests a full mediation model that examines the mediating role of job satisfaction in the Chinese context, based on a survey of 424 employees in three small and medium sized enterprises. Data analysis shows a good fit with the full mediation and all four classes of antecedents (i.e., perceived organizational support, procedural, distributive, and interactional justice). Particularly, procedural justice contributes to the prediction of satisfaction. Job satisfaction is also shown to mediate most antecedentconsequence relationships, except the two between perceived organizational support (POS)—turnover and procedural justice—consequences. Furthermore, there are only four direct links, including POS to citizenship behaviors directed at individuals, distributive justice to turnover intention, interactional justice to citizenship behaviors directed at organizations and turnover. These direct links suggest that job satisfaction does not fully mediate the relationships.     

Formation of Organizational Citizenship Behaviors in Students Employed in University Dining Services

Abstract

Organizational citizenship behaviors (OCBs) have been associated with consequences such as favorable performance evaluations, improved organizational performance, and reduced actual employee turnover. The impact of managers and co-workers work behaviors on the formation of OCBs towards individuals (OCBI) and OCBs towards the organization (OCBO) in student employees was investigated in this study. Hierarchical regression results indicate that there is a significant positive relationship between managers' and coworkers' exhibition of OCBI, and student employees' exhibition of OCBI, after accounting for several control variables. Path analysis results indicate that exhibition of certain transformational leadership behaviors by managers indirectly impact exhibition of OCBO by student employees. A weak, but significant, negative relationship was found between student employees' exhibition of OCB and intent to turnover. Managerial implications are discussed.     

Exploring antecedents of customer citizenship behaviors in services

Social exchange theory explains how a party in social interaction provides the other party with reciprocal rewards. Applying this concept to the customer context, this study empirically investigates determinants of customer citizenship behaviors (CCBs) in services. For the generalizability of the study across various service providers, the data were collected based on Bowen’s (1990) classifications of services. With a total of 665 usable customer responses, structural equation modeling was adapted to test the theoretical research model. This study reveals that customers’ perceived support and justice from the service provider positively influence affective commitment toward the organization, resulting in CCBs. The results show that customers’ perception of organizational support has the partial mediation effect between customers’ perception of organizational justice and their affective commitment. Furthermore, customers’ affective commitment partially mediates the relationship between customers’ perceived organizational justice and CCBs, but fully mediates the effect of customers’ perceived organizational support on CCBs.     

Owner Commitment and Relational Governance in the Privately-Held Firm: An Empirical Study

This paper examines owner commitment and relational governance in the privately-held firm. The proposed model goes beyond agency theory to include research on organization commitment and organization citizenship behaviors, as well as stewardship theory, organizational social capital theory, social identity theory and social exchange theory. Results support predictions of stewardship theory and organizational social capital theory that owner commitment and firm performance are positively related.