强扭的瓜到底甜不甜？———员工感知到的强制性组织公民行为对工作绩效的影响

基于本土115个工作团队中的376个团队领导-团队成员配对样本,探讨了员工感知到的强制性组织公民行为对工作绩效的影响。研究发现:强制性组织公民行为对员工任务绩效和周边绩效均具有负向影响,组织认同在其中起完全中介作用;同时,政治技能不仅显著调节强制性组织公民行为与组织认同之间的显著负相关关系,还显著调节强制性组织公民行为通过组织认同影响任务绩效的中介作用。管理者要警惕组织公民行为"陷阱",同时,着力提高员工的组织认同感,并积极培养和提升员工的政治技能,以规避或抑制强制性组织公民行为的危害。     

基层公务员强制性公民行为研究进展及对行政管理工作的启示

强制性公民行为存在于所有的领域,包括企业和公共部门,然而却没有行政事业单位的强制性公民行为的研究.本文回顾总结了国内外关于强制性公民行为的相关研究进展,针对中国情境下行政管理中强制性公民行为的具体表现以及所带来的不良影响进行了具体分析,并在此基础上提出了相应的对策建议.     

如何有效激发员工组织公民行为的思考

组织公民行为是人力资源管理领域研究发展的一个新课题,提高组织公民行为能够调动员工的工作积极性、忠诚度、学习性及互助性、从而提高企业的效率。本论文旨在探索如何提高企业员工组织公民行为。通过对组织公民行为的定义,意义及对人力资源管理的启发,提出有效激发员工组织公民行为的途径。     

道德型领导对员工工作绩效的影响——组织公民行为的中介作用

本文研究了道德型领导对员工工作绩效的影响,以组织公民行为为中介变量。我们发现:(1)道德型领导对员工工作绩效的有正向影响;(2)道德型领导对组织公民行为有正向作用;(3)组织公民行为在道德型领导和员工工作绩效之间起着中介作用。     

组织公民行为对人力资源管理的启示

对组织公民行为的概念、维度和作用进行了阐述,并在此基础上提出了组织公民行为对人力资源管理的启示,从工作特征、心理契约、领导行为、组织文化建设这几方面来激发和增强员工的组织公民行为,从而促进组织的健康发展.     

企业员工组织公民行为与企业管理者

组织公民行为是一种既非正式角色所强调，也不是劳动报酬合同所引起，而是由一系列非正式行为所构成的有利于组织的角色外行为，但它能从整体上有效地提高组织效能。在总结分析已有研究成果的基础上，提出适合我国企业员工的组织公民行为表征维度；并借鉴领导行为四分图理论，构建“组织公民行为四分图”，试图对员工的组织公民行为的表征和行为类型做深入的分析，找到一些普遍性规律，以利于企业管理者更有效地引导员工的行为。     

被迫性组织公民行为研究

长期以来,大家都将组织公民行为视为员工的自由决定行为,即展不展现组织公民行为由员工自主决定,管理者很难通过合同安排和正式的奖励来促使此类行为的出现或惩罚它们的缺失,毕竟这些行为是自愿的。然而,Vigoda-Gado(2007)指出在一定的情境下,员工的组织公民行为其实是一种被迫行为、无奈之举。在现实中,     

企业员工组织公平与组织公民行为关系的实证研究

基于社会交换和组织支持理论,文章探讨了员工组织公平感、组织认同和组织公民行为之间的关系,提出了组织承诺作为员工组织公平感和组织公民行为之间中介关系的理论模型,并通过一家纺织业5家上市公司220名员工的样本进行了实证检验。结果证实：组织公平能够促进企业员工组织认同;组织认同则对企业员工组织公平和员工组织公民行为关系起部分中介作用。     

服务型领导与家长式领导对员工态度和行为影响的比较研究

本文从服务型领导和家长式领导的比较出发,以315份问卷调查数据为研究对象,运用SPSS 17.0和LISREL 8.70进行统计分析,结果发现虽然服务型领导和家长式领导对员工的工作满意度、组织公民行为有显著的正向影响,对工作场所偏离行为有显著的负向影响,但服务型领导比家长式领导更能提高员工的工作满意度和组织公民行为,更能减少员工的工作场所偏离行为,即服务型领导比家长式领导对中国大陆企业员工具有更高的领导效能。     

心理授权对组织公民行为的影响机制研究

目前对组织公民行为前因的研究只关注诱发组织公民行为的社会动机和组织动机。通过对心理授权和组织公民行为的文献回顾,揭示心理授权对组织公民行为的影响机制,是通过改变员工的工作动机实现的。在此基础上,提出今后可能的研究方向,认为应加强心理授权的分维度对不同形式的组织公民行为和影响的分析,应着眼于心理授权产生的动力以及中国特有的情景等因素的考量。     

企业慈善对员工态度与行为影响的跨案例研究

慈善是企业履行社会责任的最高级形式。随着战略慈善理念的兴起,慈善对企业自身的价值创造路径逐渐受到学者的青睐。针对现有研究主要从外部视角展开的局限性,本文另辟蹊径探究企业慈善对内部员工态度与行为的影响,运用跨案例研究方法,通过深度访谈和问卷调查4家慈善积极型企业和2家慈善消极型企业,比较后发现,企业慈善对员工工作投入、工作满意度、组织承诺、组织公民行为具有重要的促进作用,对员工的反生产行为具有抑制作用。相比之下,企业内部慈善比外部慈善更能够对员工发挥积极的影响作用。建议企业重视慈善的战略价值,在做好外部慈善的同时不应忽视内部慈善。     

Cultural differences in organizational citizenship behavior: a comparison between Chinese and American employees

The present study examined the differences in the perceptions of organizational citizenship behavior (OCB) between Chinese and American employees. Survey responses concerning the presence of OCB in their organizations were collected from a total of 393 employees. Analyses showed that Chinese and American employees reported similar levels of personal support and conscientious initiative in their organizations, but Chinese employees reported higher levels of organizational support in comparison with American employees. In addition, results indicated that perceptions of personal support, organizational support, and conscientious initiative were a function of job/hierarchical level such that management reported lower levels on all three dimensions of OCB. Finally, the results showed that country and job/hierarchical level do not interact to influence perceptions of organizational citizenship behavior. Implications and directions for future research on cultural differences in organizational citizenship behavior are discussed.     

Predictors of organizational citizenship behavior in relation to environmental and health & safety issues

Abstract

Organizational citizenship behaviors (OCBs) in relation to the environment and health and safety, commonly shaped by individual and voluntary initiatives, are essential factors for a smooth and efficient organization in firms. Our research explores the factors affecting OCBs related to environmental and health and safety issues in a Multinational Enterprise (MNE) operating in the oil & gas sector. More in detail, we tested the influence of personal attitudes, self-efficacy, organizational support and social norm on OCBs related to environmental and health and safety issues. The results show that personal attitudes and self-efficacy positively influence OCBs related to environmental and health and safety issues and those factors are influenced respectively by perceived organizational support and social norm. Moreover, we found that attitudes play a full mediation between social norm and OCBs related to environmental and health and safety issues and that organizational support on organization citizenship behavior for the environment and health and safety that is partially mediated through the perceived self efficacy. Finally, the results of our investigation are contextualized in the theoretical and managerial frameworks pointing to a number of avenues for further research.     

Justice and organizational citizenship behavior: What is the relationship?

This study investigates the relationship between perceptions of overall fairness, organizational citizenship behavior, employee attitudes, and the quality of the supervisory/subordinate relationship based on the justice and organizational citizenship literature. Results show that employees do form perceptions of overall fairness and that these perceptions influence job satisfaction and organizational commitment. Relationships are found between altruism and perceptions of overall fairness, job satisfaction and categories of organizational citizenship behavior, and the quality of the supervisory-subordinate relationship and perception of overall fairness and organizational citizenship behavior. Practical implications and issues for future research are discussed.     

Organizational citizenship behaviour and employee retention: how important are turnover cognitions?

The purpose of this study is to examine the relationships between perceived job alternatives, intention to search, intention to leave and organizational citizenship behaviour (OCB), with a view to determining the extent to which these variables are related. Two surveys using separate samples (Study 1, n = 651, and Study 2, n = 226) were used. First, in both studies, perceived job alternatives provided a better account of OCB towards the organization (sportsmanship and civic virtue) than OCB towards individuals (helping and altruism). Second, the results of Studies 1 and 2 indicate that the relationships between OCB and intention to search and between OCB and intention to quit are different. The findings suggest that one part of the research model appears to be generalizable, while the other part appears to be explained by the context of employment. The implications of the findings are discussed.     

Too much of a good thing: The interactive effects of cultural values and core job characteristics on hindrance stressors and employee performance outcomes

This study contributes to research on core job characteristics by examining when employees may perceive enriched jobs as a hindrance stressor and in turn may experience lower performance at work. Utilizing time-lagged data collected from a sample of 386 employee–coworker dyads and drawing on cognitive appraisal theory of stress and coping, we explore the mediating role of hindrance stressors on the relationship between core job characteristics and key employee performance outcomes (i.e., creativity, counterproductive work behaviors, in-role performance, and organizational citizenship behaviors) and the moderating roles of cultural values (i.e., power distance and uncertainty avoidance) in influencing this mediation. The results supported the hypotheses, providing evidence that the experience of hindrance stressors mediates the relationship between core job characteristics and job performance outcomes when employees score high on power distance and uncertainty avoidance cultural values, and not when their scores on these cultural values were low. Practical implications and future research are discussed.     

The effects of internal and external sources of justice on employee turnover intention and organizational citizenship behavior toward clients and workgroup members

Abstract

Organizational justice research tends to focus on the effects of fair treatment from organizations or supervisors on employee attitudes and behaviors. Thus, there is a dearth of research on the effects of fair treatment attributable to other parties that employees interact with at work such as coworkers and clients. Controlling for organization-focused and supervisor-focused justice, results from our field study of employees working in a healthcare organization demonstrate that perceptions of client-focused fairness uniquely predicts supervisor ratings of employees organizational citizenship behavior toward clients and that perceptions of workgroup-focused justice uniquely predicts organizational citizenship behavior toward workgroups. Further, we find that client-focused justice perceptions uniquely predict employee turnover intention.     

Organizational public value and employee life satisfaction: the mediating roles of work engagement and organizational citizenship behavior

Abstract

Building on Meynhardt’s public value concept, which has been developed to make transparent an organization’s contributions to the common good, we investigate the influence of organizational common good practices in the perceptions of employees (measured as public value) on employees’ work attitudes and life satisfaction. The proposed model is tested on a sample of 1045 Swiss employees taken from the 2015 Swiss Public Value Atlas data-set. Study findings reveal that organizational public value is positively related to employee life satisfaction, and that this relationship is partially mediated by work engagement and organizational citizenship behavior. Further, we show that employee common good orientations strengthen the positive impact of organizational public value on employee work engagement and organizational citizenship behavior. Results also provide evidence that the indirect effects of organizational public value on employee life satisfaction via work engagement and organizational citizenship behavior are stronger at higher employee common good orientation levels.     

An essay on organizational citizenship behavior

This article advocates a more comprehensive understanding of job performance and organizational citizenship behavior (OCB) than that employed by earlier researchers on those topics. Using the intellectual heritage of the word citizenship from political philosophy and related disciplines, OCB is positioned as the organizational equivalent of citizen responsibilities, of which there are three categories: obedience, loyalty, and political participation. Two other key citizenship concepts, relational ties and citizen rights, are described, and a set of ten research propositions is offered relating the citizenship concepts to one another. Suggestions for other areas of investigation are also provided. Finally, the advantages of using OCB as a global measure of individual behavior at work are defended.     

The effect of strike militancy intentions and general union attitudes on the Organizational Citizenship Behavior of university faculty

Using a sample of unionized faculty, this study investigated whether faculty members' militancy intentions and general union attitudes affected their level of organizational citizenship behavior (OCB). OCB was divided into three dimensions (OCB-teaching, OCB-faculty, and OCB-university), and separate predictions were made for each. Results indicated weak relationships at best between the predictor variables and OCB, suggesting that unionization is not likely to affect this important aspect of job performance.