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.     

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.     

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.     

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.     

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.     

财产性收入的个人所得税思考

从财产性收入如何体现公平入手,在此基础上讨论了现行个人所得税所存在的缺憾,并借鉴其他国家调节财产性收入的经验,提出相关的个人所得税改革建议。建议合理设计工资性收入的累进税率体系,对财产性收入调整征税范围,加强税收征管,矫正工资性收入与财产性收入的＂税率倒挂＂现象。     

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.     

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.     

The Effect of Leader Positive Affectivity on Team Member Turnover Intention and Team Organizational Citizenship Behavior

This paper develops two models to investigate the effect of team leader positive affectivity (PA) on team member turnover intention and team organizational citizenship behavior (OCB), at the individual and team levels, respectively. A two-wave longitudinal study was conducted involving a survey of 58 team leaders and 174 team members in a large Chinese telecom company across a three-month period. We found that team members’ organization-based self-esteem (OBSE) at Time 1 mediates the relationship between team leader PA at Time 1 and team member turnover intention at Time 2, whereas team aggregated OBSE at Time 1 mediates the relationship between leader PA at Time 1 and team OCB at Time 2.     

组织公民行为与人力资源管理的创新

组织公民行为是人力资源管理领域的新课题。必须了解组织公民行为的概念和表现形式,分析组织公民行为对组织有效运作的作用。在此基础上,提出为了对组织公民行为进行管理,需要在人力资源管理实践中所进行的创新举措。     

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.     

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

In this study, we explore the relationship between inclusive leadership and change‐oriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor–subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change‐oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on change‐oriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change‐oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed.     

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

Grounded in the interactionist paradigm, this study shows that emotional exhaustion and perceived safety climate constitute important moderators of the relationship between proactive personality and work performance. More specifically, the study analyzes the relationship between proactive personality and its behavioural outcomes—organizational citizenship behaviour (OCB) and job performance—and investigates the interactive effects of emotional exhaustion and perceived safety climate. The study involves 485 Chinese airline employees including pilots, flight attendants, engineers, and service employees. Proactive personality positively predicted OCB and individual performance. Emotional exhaustion and perceived safety climate moderated the relationship between proactive personality and individual performance both independently and jointly. Implications of the findings for future research are discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

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.     

Relative Importance of Major Job Performance Dimensions in Determining Supervisors' Overall Job Performance Ratings

This study explores the factor structure of job performance and each performance dimension's relative importance in determining supervisors' overall job performance ratings. We found that the optimal factor structure of job performance includes five dimensions: task performance, organizational citizenship behaviour directed toward the organization and individuals (OCB‐O and OCB‐I, respectively), and counterproductive work behaviour directed toward the organization and individuals (CWB‐O and CWB‐I, respectively). The percent‐based relative weight (%RW) is the highest for task performance in determining job performance, followed by OCB and CWB. Interestingly, the %RW of non‐task performance dimensions directed toward the organization (OCB‐O and CWB‐O) is similar to the %RW of task performance but greater than the %RW of non‐task performance dimensions directed toward individuals (OCB‐I and CWB‐I). Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

L'utilisation des forces au travail et les comportements proactifs et de citoyenneté organisationnelle: examen du rôle médiateur du bien-être

Positive psychology suggests relying on workers' strengths to maintain balance between personal fulfillment and organizational goals. This article assesses whether the use of strengths in the workplace are associated with proactive behaviours and organizational citizenship behaviours (OCB) through the mediating role of well-being. Data were collected from 142 French-speaking Canadian professionals working in various non-profit organizations. Results show that the use of strengths can predict some OCBs (notably mutual aid and civic virtue) as well as proactivity. Only the affective dimension of well-being shows a mediation effect for mutual aid and proactivity. Theoretical contributions, implications for practitioners, limitations, and future research directions are also discussed.     

Effects of mentoring functions on receivers' organizational citizenship behavior in a Chinese context: A two-study investigation

This research examines the relationship between mentoring functions received by employees and their organizational citizenship behavior (OCB), and the moderating effects of perceived quality relationships with mentoring function providers in China. Results of Study 1 from a sample of 385 supervisor-subordinate dyads reveal that role modeling received by protégés positively relates to their OCB, and perceived mentoring relationship quality moderates the association between career support received and protégés' OCB. Moreover, nonprotégés and protégés who receive high levels of overall mentoring functions perform more OCB than protégés who receive low levels of mentoring functions. Results of Study 2 from 258 supervisor-subordinate dyads show that role modeling received by subordinates positively relates to their OCB directed at individuals (OCBI) and at the organization (OCBO) while career support received positively relates to OCBO. Additionally, leader-member exchange moderates the linkages of role modeling with OCBI and OCBO.     

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.     

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 study uncovers the theoretical mechanism that explains the relationship between work-family 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.     

Salespersons' self‐monitoring: Direct,indirect, and moderating effects on salespersons' organizational citizenship behavior

Research into self‐monitoring (SM) confirms that people differ when it comes to how much they observe, regulate, and control themselves in certain social settings and interpersonal relationships. Research also shows that high self‐monitors, as opposed to low self‐monitors, perform better in boundary‐spanning positions that require good communication skills. Therefore, it is a matter of interest to analyze the effects of SM on salespeople's behavior, and on organizational citizenship behavior (OCB) in particular. It has been proven that this behavior affects the performance of organizations and influences supervisors' evaluations of subordinates. Although a number of studies examine the antecedents of OCB, certain relationships have yet to be looked at. This study proposes and tests a model stating that salespersons' OCB is determined by salespersons' SM, with this relationship being mediated by salespersons' person–organization (PO) fit and job satisfaction. This study also analyzes the moderating effect of salespersons' SM on PO fit to job satisfaction relationships, as well as on job satisfaction to OCB relationships. Data collected from 122 supervisor–salesperson dyads in 35 companies across 9 different sectors confirm the proposed model. In fact, the results show that SM, both directly and indirectly, has a positive effect on OCB due to the way in which it influences salespersons' PO fit and job satisfaction. The results also confirm the moderating role of SM in the relationships between job satisfaction and OCB, and between PO fit and job satisfaction. Certain implications of this study, as well as directions for future research, are also addressed. © 2009 Wiley Periodicals, Inc.