强化企业人力资源管理职能 提升组织公民行为

组织公民行为是目前组织行为学研究领域中深受关注的内容之一,它在组织中的有效运作特别是在人力资源的管理方面起着举足轻重的作用,本文通过分析组织公民行为的内涵、意义,从人力资源管理的角度提出相应的措施,通过强化人力资源管理职能,鼓励、引导员工做出更多的组织公民行为,从而促进组织的绩效提升。     

组织公民行为理论对企业人力资源管理的启示

员工的组织公民行为对企业目标的实现和长远发展起着重要的作用,文章分析了组织公民行为的内涵与特征,并结合组织公民行为的结构与动机分析了组织公民行为理论对企业人力资源管理的启示。     

组织公民行为及其在人力资源管理中的应用

组织公民行为是员工自愿表现出来的超越正式职务要求的行为。在分析论述组织公民行为的基本概念和基本维度的基础上,讨论了组织公民行为产生的动机,指出了组织公民行为在人力资源管理中的应用。     

强化企业人力资源管理职能提升组织公民行为

组织公民行为是目前组织行为学研究领域中深受关注的内容之一，它在组织中的有效运作特别是在人力资源的管理方面起着举足轻重的作用，本文通过分析组织公民行为的内涵、意义，从人力资源管理的角度提出相应的措施，通过强化人力资源管理职能，鼓励、引导员工做出更多的组织公民行为，从而促进组织的绩效提升。     

组织公民行为及其在人力资源管理中的应用

组织公民行为是员工自愿表现出来的超越正式职务要求的行为。在分菥论述组织公民行为的基本概念和基本维度的基础上，讨论了组织公民行为产生的动机，指出了组织公民行为在人力资源管理中的应用。     

人力资源管理实践和绩效，组织公民行为的分析

在本文中,我们关注的是人力资源管理实践、员工的组织公民行为和角色表现之间的关系。除了早期的人力资源管理研究所隐含的社会交换的解释,社会交换是以一个员工对组织支持的可能回报形式组织的公民行为。我们引入了知觉工作影响和知觉组织支持,结果表明人力资源管理实践提供了更大的内在机会和动机,通过高水平的工作的影响和自由裁量权来提升员工绩效。     

员工关系管理与组织公民行为的关系研究

本文通过相关文献进行整理,从人力资源角度出发,引入组织公平理论与组织支持理论作为中间变量,分析员工关系管理与组织公民行为之间所存在的关系。     

基于SHRP的小型团队公民行为塑造机制研究

以组织信任和组织支持感为双重中介,在中国情境下研究支持性人力资源实践(SHRP)对小型团队的公民行为培育机理.通过构建SHRP与小型团队公民行为之间的结构方程模型,探讨及检验组织信任和组织支持感在前两者间的中介作用.研究结论表明,知识型企业应重视保障就业安全;鼓励知识共享的跨边界绩效管理;同时倡导小团队领导者的公民行为...     

酒店员工关系管理与组织公民行为关系的实证研究

文章在理论分析的基础上,通过对酒店行业进行调查,进而对员工关系管理与组织公民行为之间的关系进行梳理。并运用SPSS16.0对收集到的数据进行分析,发现员工关系管理是影响员工组织公民行为产生的关键因素,并作用于组织公平感与组织支持知觉,进而对员工组织公民行为的产生起着间接影响的作用。     

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。     

Guanxi and OCB: The Chinese Cases

Studies of human resource and cross-cultural management are gaining greater attention in international markets. In response to this trend, for multinational enterprises, understanding of the culture and values of other countries as well as their organizational citizenship behavior (OCB), which focuses on members’ positive interactions for better achievements in organization, has gained importance. This study aims to explore the effects of national culture and guanxi on the OCB in Chinese society including mainland China and Taiwan. The results reveal that national culture and guanxi have significant impacts on the OCB, and people in mainland China and Taiwan have different cultures and OCB of their own.     

Research on the organizational citizenship behavior continuum and its consequences

Through literature review and induction from management practices, this paper firstly identifies four subtypes of organizational citizenship behavior (OCB), namely altruistic OCB based on personality, responsible OCB based on reciprocity, instrumental OCB based on self-interest, and compulsory OCB based on stress. The four OCB subtypes constitute an OCB continuum in the order of an individual’s degree of voluntariness. Both the positive and negative impacts of the four OCB subtypes on organizations and individuals are analyzed. Conclusions, limitations and future research directions are presented.     

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.     

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.     

A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior

Global human resource managers need to understand which personality characteristics contribute to leadership effectiveness in different cultures for both selection and training purposes. This meta-analysis demonstrates that leaders’ emotional intelligence (EI) demonstrates incremental validity and relative weight in predicting subordinates’ task performance and organizational citizenship behavior (OCB) after controlling for the Big Five and cognitive ability. The relationship between leaders’ EI and subordinates’ task performance is stronger in collectivistic, feminine, and high uncertainty avoidance cultures. The relationship between leaders’ EI and subordinates’ OCB is stronger in high power distance, collectivistic, feminine, high uncertainty avoidance, long-term oriented, and restraint cultures.     

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.     

Or(g)anizational Citizenship Behavior, Resource Exchan(g)es, and Career Growth Opportunities

Based on resource and relational theories, this study examined the relationships among organizational citizenship behavior (OCB), exchanged resources, and career growth opportunities, along with the moderating effect of member-member exchange (MMX). Findings from a field survey of 192 supervisor-subordinate dyads revealed that status resource was positively related to OCB and career growth opportunities. MMX moderated the relationship between OCB and status resource in such a way that the relationship was stronger in the low MMX context than in the high MMX context. The main contribution of this study is an explanation of the effects of OCB on individual careers from a fine-grained perspective based on resource and relational theories.     

Organisational citizenship behaviours and effectiveness: an empirical study in two small insurance companies

The study relates six dimensions of organisational citizenship behaviours (OCB) at the branch level with several indicators of the effectiveness of 38 branches of two insurance companies. Results suggest that the branches where employees display more OCB are the most effective. These findings are discussed in the context of a scarcity of empirical studies on the topic, despite researchers' assumption that OCB enhances team and organisational effectiveness.     

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.     

How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX,Empowerment, and Proactive Personality

While the link between servant leadership and organizational citizenship behavior (OCB) has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader–member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis of survey data collected from 446 supervisor–subordinate dyads in a large Chinese state-owned enterprise suggests that while servant leadership is positively related to subordinate OCB through LMX, psychological empowerment does not explain any additional variance in OCB above that accounted for by LMX. Moderated mediation tests confirm the moderating effect of proactive personality through LMX. By providing a nuanced understanding of how and when servant leadership leads followers to go above and beyond their job role, our study assists organizations in deciding how to develop and utilize servant leaders in their organizations.