组织支持感对组织公民行为影响的研究

组织支持感用于表示员工对组织是否重视和关注他们的幸福感的感受,组织公民行为是个人角色之外的有益于组织的利他行为,有助于员工的团队合作,发掘每个人的工作潜能,提高组织的生产力和管理效率。研究表明,员工越是感受到来自组织的支持,就越多地表现公民行为。通过提升组织支持感可以提高员工的组织公民行为,上级支持能够有效地提高组织支持感而促进组织公民行为的提高。如果管理者希望员工表现更多的组织公民行为,就应对员工提供更多的组织支持。     

The 11 Questions Every Donor Asks and the Answers All Donors Crave: How You Can Inspire Someone to Give Generously,by H. McKinnon

Organizational learning and customer orientation have been a focus of research for a number of years in both marketing and management literature. Customer learning orientation is conceptualized as three important components: management customer orientation, customer feedback, and employee learning orientation. By drawing from both marketing and organizational research theories, the authors propose a model of customer learning orientation in a public sector organizational setting. Customer learning orientation is hypothesized to have a significant effect on employee attitudes of role ambiguity and self-efficacy, which in turn affects job outcomes of job satisfaction and organizational citizenship behaviors. Using a sample of 438 employees of a public sector organization, the authors test the model through a structural equation modeling technique. The results provide general support for the model. Implications for managers of public sector organizations and future research are discussed.     

Enhancing frontline employee support during a product-harm crisis: Evidence and strategic managerial implications for firms

Product-harm crises can negatively affect a firm's corporate image, reputation, and credibility. This research investigates antecedents and factors that can impact the extent to which frontline employees will be supportive of their organization when the firm faces such a crisis. Leveraging social exchange theory and its focus on reciprocal exchanges, we theorize and test processes using regression models, which shed light on how managers can solicit employee support during crises situations by providing the frontline employees with ethical and supportive working conditions. To offer convergent validity across multiple methodologies, we also test the influence of experimental effects of the relative severity of a crisis and whether a firm was quick or slow in its response on frontline employee support. Furthermore, our research demonstrates that the firm's strengths in corporate social responsibility, the employees' organizational citizenship behavior, and employee organizational identification serially mediate the supportive relationship, which provides a unique contribution to the marketing literature. Finally, we provide managerial implications to further enhance frontline employee support.     

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.     

Workplace Marginalization: In the Group but Out of the Loop

New-entry employees expect to be involved rather than to be marginalized. This paper proposes a model to examine the process through which employees can be exempt from marginalization in their organization as a “political arena.” We argue that an employee, in order not to be marginalized, would like to perform high-quality in-role and extra-role behaviors and also develop good guanxi with his/her immediate supervisor. Moreover, the effects of employee efforts and guanxi on workplace marginalization are moderated by the organization political climate. Two studies were performed to examine the hypothesized model. The pilot study employed a sample of civil servants to develop and validate the measurement of workplace marginalization. The main study collected matched data from 343 employees, 662 of their colleagues, and 343 immediate supervisors. Results of hierarchical linear modeling analysis show that employee job performance, organizational citizenship behavior, and supervisor-subordinate guanxi are negatively related to workplace marginalization. In addition, the negative relationship between guanxi and workplace marginalization is stronger in firms with less organizational politics than those with intensive politics.     

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.     

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.      

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.     

企业社会责任对员工角色外行为的影响机制

文章旨在揭示企业社会责任对内部利益相关者的行为的影响效果及影响机制,为此,把员工角色外行为作为结果变量,把员工关于企业社会责任的共享知觉(企业社会责任)作为自变量,把员工对组织的信任(组织信任)作为中介变量,探讨企业社会责任对员工角色外行为的直接影响,以及组织信任在两者之间的中介效应。通过对80家企业的696名在职员工进行问卷调查,采用多层线性模型技术对样本数据进行统计分析,文章研究发现,员工关于企业自发责任(针对社会和非社会组织、消费者和员工的责任)的共享知觉对员工角色外行为有显著的影响,而且组织信任在两者关系中起部分中介作用,相反,员工关于企业基本责任(对政府的责任)的共享知觉对员工角色外行为的影响不显著,对组织信任的影响也不显著。基于研究结论,文章提出了相应的管理建议和未来的研究方向。     

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.     

Big data in an HR context: Exploring organizational change readiness,employee attitudes and behaviors

This research highlights a contextual application for big data within a HR case study setting. This is achieved through the development of a normative conceptual model that seeks to envelop employee behaviors and attitudes in the context of organizational change readiness. This empirical application considers a data sample from a large public sector organization and through applying Structural Equation Modelling (SEM) identifies salary, job promotion, organizational loyalty and organizational identity influences on employee job satisfaction (suggesting and mediating employee readiness for organizational change). However in considering this specific context, the authors highlight how, where and why such a normative approach to employee factors may be limited and thus, proposes through a framework which brings together big data principles, implementation approaches and management commitment requirements can be applied and harnessed more effectively in order to assess employee attitudes and behaviors as part of wider HR predictive analytics (HRPA) approaches. The researchers conclude with a discussion on these research elements and a set of practical, conceptual and management implications of the findings along with recommendations for future research in the area.     

How hedonic and perceived community benefits from employee CSR involvement drive CSR advocacy behavior to co-workers

This study seeks to determine how organizational citizenship behavior (OCB) can be influenced by employee perception of the benefits arising from their involvement with corporate social responsibility (CSR) activities. The work is significant because of growing investment in CSR activities involving employees and increased firm expectations of employee dissemination of CSR information. A unique model examined how two types of perceived benefits, accruing to US-based employees from their CSR engagement, impacted OCB. The variable of co-worker-directed CSR advocacy was used as a unique measure of OCB. An integrative theoretical framework combined social exchange theory with organizational citizenship behavior to provide a more comprehensive understanding of relationships. The first employee benefit tested was hedonic value, while the second was perceived community value. CSR reputation was modeled as a mediating variable. Data were collected via two scenario-based experiments based at each respondents’ workplace. Analytical techniques included analysis of co-variance and structural equation modeling using partial least squares. While both types of benefit had a significant effect on co-worker-directed CSR advocacy, the pathways differed. Perceived community value had a stronger effect on the mediating variable of CSR reputation, and consequently a significant indirect effect on the dependent variable. In contrast, hedonic value directly affected co-worker-directed CSR advocacy with CSR reputation playing no mediating role. This study contributes to the CSR literature through better understanding of the processes leading to the organizational citizenship behavior variable of co-worker-directed CSR advocacy. This dependent variable extends previous conceptualizations of OCB.     

Change-oriented organizational citizenship behaviors: the direct and moderating influence of goal orientation

Organizational learning in a retail setting relies on the motivation of boundary-spanning retail associates to identify and implement organizationally functional changes with respect to work methods, policies, and procedures within the context of their jobs, stores, or organizations-referred to as change-oriented organizational citizenship behaviors (OCBs). A theoretical model of situation and person antecedents of change-oriented OCBs is developed and tested with a sample of 183 full-time boundary-spanning employees of a national retail sales organization. The results reveal that learning goal orientation and leader-member exchange quality are direct positive antecedents of these behaviors. The results also demonstrate interesting Person × Situation interactions. Direct relationships between transformational or contingent reward leadership behaviors and change-oriented OCBs are moderated by employee performance goal orientation. A positive relationship between organizational commitment and change-oriented OCBs is moderated by employee learning goal orientation. Contingent reward leadership and transformational leadership behaviors also have indirect positive relationships with change-oriented OCBs via leader-member exchange quality.     

Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective

In this study, we comprehensively examine the relationships between ethical leadership, social exchange, and employee commitment. We find that organizational and supervisory ethical leadership are positively related to employee commitment to the organization and supervisor, respectively. We also find that different types of social exchange relationships mediate these relationships. Our results suggest that the application of a multifoci social exchange perspective to the context of ethical leadership is indeed useful: As hypothesized, within-foci effects (e.g., the relationship between organizational ethical leadership and commitment to the organization) are stronger than cross-foci effects (e.g., the relationship between supervisory ethical leadership and commitment to the organization). In addition, in contrast to the “trickle down” model of ethical leadership (Mayer et al. in Org Behav Hum Decis Process 108:1–13, 2009), our results suggest that organizational ethical leadership is both directly and indirectly related to employee outcomes.     

When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior

The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self- esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers’ self-esteem, such that the relationships between ethical leadership and OCB as well as between ethical leadership and deviant behavior are weaker when followers’ self-esteem is high than low. Implications of these findings for research and practice are discussed.     

Contextualist Inquiry into Organizational Citizenship: Promoting Recycling Across Heterogeneous Organizational Actors

Although there is a significant amount of research on organizational citizenship behavior and its importance to individual and organizational outcomes (Podsakoff et al. 2000), relatively little research has explored the process by which such behavior emerges and is established within an organization. Against this backdrop, we combine the perspectives offered by contextualist inquiry (Pettigrew 1990) and actor–network theory (Latour 2005) to propose an integrative framework for investigating how organizational citizenship behavior develops in a large, heterogeneous organization. In order to illustrate the framework, we present a detailed case study of recycling at a large university. Like many other organizations, the university does not have a formal organizational structure to address sustainability concerns and the initiatives are therefore mainly voluntary and emerging in nature, and outcomes are, as a consequence, highly uncertain, and fragile. We argue that contextualist inquiry in combination with actor–network theory provides new and important insights into the emergence and establishment of organizational citizenship behaviors, and that outcomes are contingent upon interactions between the context, process, and content of the behaviors in question and the related networks of human and non-human actors.     

员工当责感、工作满意度与组织公民行为

激发员工的组织公民行为是提升企业运转效率的有效途径之一。文章关注工作满意度对激发组织公民行为的作用机理,提出并证实了只有对高当责感的员工通过提高工作满意度来激发其组织公民行为才是有效的。通过系统的探索性分析和验证性分析,证实了工作满意度与组织公民行为之间存在显著的正相关关系,并且员工当责感在工作满意度和组织公民行为的关系中起中介作用。研究结果显示,中国企业要想通过提高工作满意度来激发组织公民行为进而提升企业效率,必须要关注员工的当责感及其前导影响因素,企业创造当责的文化环境有利于激发组织公民行为。     

Social exchange: Empirical examination of form and focus

We investigate similarities and differences among prominent types of social exchange (psychological contract fulfillment, perceived organizational support, trust in the organization, leader-member exchange, and trust in the supervisor) and propose that two higher-order factors represent social exchanges with the organization and with the supervisor. We investigate their prediction of important employee work attitudes, citizenship behaviors, and performance. Based on data from 448 employees, empirical tests support the existence of organization- and supervisor-directed social exchanges. Tests using structural equation modeling support unique predictions of attitudinal and behavioral work outcomes.     

包容型领导对员工创新行为的影响：基于组织和谐的中介作用及组织创新氛围的调节作用

员工创新行为是组织塑造竞争优势的重要环节。尽管已有研究表明领导风格能够对员工创新行为产生显著影响,但目前对于二者之间的作用机制和边界条件却知之甚少。文章基于国内新能源行业422名在职人员的有效调查问卷数据,构建并检验一个被调节的中介效应模型。实证研究结果表明：包容型领导对员工创新行为具有显著正向影响;组织和谐能够在包容型领导与员工创新行为关系中起中介作用;组织创新氛围在包容型领导和组织和谐之间起着正向的调节作用,组织创新氛围越强,包容型领导对组织和谐的影响程度随之增强。文章解释了包容型领导对员工创新行为的作用机理,不仅打开了二者之间的“黑箱”,也为员工在组织中如何有效增强创新行为提供了管理启示和对策建议。