Modeling Corporate Citizenship,Organizational Trust,and Work Engagement Based on Attachment Theory

This study proposes a research model based on attachment theory, which examines the role of corporate citizenship in the formation of organizational trust and work engagement. In the model, work engagement is directly influenced by four dimensions of perceived corporate citizenship, including economic, legal, ethical, and discretionary citizenship, while work engagement is also indirectly affected by perceived corporate citizenship through the mediation of organizational trust. Empirical testing using a survey of personnel from 12 large firms confirms most of our hypothesized effects. Finally, theoretical and managerial implications of our findings are discussed.     

Exploring corporate citizenship and purchase intention: mediating effects of brand trust and corporate identification

Corporate citizenship represents various organizational activities and status related to the organization's societal and stakeholder obligations. This study develops five different dimensions of corporate citizenship and examines the relationship between the five dimensions and purchase intention by including two key mediators. In the proposed model of this study, purchase intention is indirectly affected by economic, legal, ethical, general philanthropic, and strategic philanthropic citizenship via the mediation of corporate identification and brand trust. Empirical testing using a survey of 353 consumers from various industries confirms most of our hypothesized effects. Last, managerial implications for corporate leaders and limitations of our findings are discussed in depth.     

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.     

Turnover intentions and organizational citizenship behaviours in Korean firms: the interactional effects of organizational and occupational commitment

This study investigated the effects of the organizational commitment and occupational commitment of employees in Korean firms on their turnover intentions and organizational citizenship behaviours. In addition, using the interactional effect analysis, this study examined the interactional effects of the two types of commitment on turnover intentions and organizational citizenship behaviours. A total of 209 employees in nine different firms participated in this study. The results revealed that organizational commitment had a negative effect on turnover intentions, while occupational commitment had a positive effect. In addition, organizational commitment had a positive effect on organizational citizenship behaviours, whereas occupational commitment did not have any noticeable effect thereupon. Both organizational commitment and occupational commitment showed certain overall interactional effects regarding organizational citizenship behaviours as well as turnover intentions.     

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.     

Relations between organizational commitment and focal and discretionary behaviours

The purpose of this paper is to analyse the relations between organizational commitment (OC) dimensions and two focal and discretionary behaviours (intention to stay and organizational citizenship behaviour). Drawing on a sample of 310 Spanish employees of small services firms, this research reveals that in contrast to recent findings that detected a nonlinear (inverted U-shaped) relationship between continuance commitment and intention to stay, the form of the relationships between OC dimensions and the proposed outcomes is linear rather than nonlinear. Furthermore, when dividing continuance commitment into two subcomponents, the research results indicate that the dimension associated with commitment based on few existing employment alternatives is significantly, negatively and linearly related to intention to stay and organizational citizenship behaviour. This suggests that the three-component model of OC suffers from a conceptual inconsistency, which is further discussed.     

Antecedents of organizational citizenship behaviours among part-time employees of service organizations in Korea

This study investigates the antecedents of organizational citizenship behaviours by using data consisting of 196 part-time instructors drawn from six sport centres in the Republic of Korea. The results of a structural equation analysis suggest that job satisfaction has a positive effect on organizational and occupational commitment, occupational satisfaction has a positive effect on organizational and occupational commitment, organizational commitment has a positive effect on organizational citizenship behaviours (OCBs) and a negative effect on turnover intentions, and turnover intentions has a negative effect on OCBs. The effect of occupational commitment on both turnover intentions and OCBs was not significant. This research addresses a number of important issues in the management of human resources (i.e. part-time workers) in service organizations; that is, this study examines how part-time employees' satisfaction and commitment with respect to their jobs, occupations or organizations are related to their OCBs; this relationship is arguably one the most important issues facing service organizations today.     

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.     

The employee-organization relationship, organizational citizenship behaviors, and superior service quality

This study proposes a model of customer-contact service employee management that examines organizational citizenship behaviors as critical links between aspects of the employee-organization relationship (perceived organizational support, organizational identification) and customers’ perceptions of service quality. In addition, it investigates the role of job autonomy in providing the necessary behavioral discretion for employees to be able to perform citizenship behaviors. The hypothesized model was partially supported. Theoretical and managerial implications are explored.     

包容型领导如何影响员工挑战型组织公民行为？基于信任的多重中介效应模型研究

基于资源保存理论,文章采用配对追踪多来源问卷调查法探讨了员工认知信任、情感信任及其互动在包容型领导与挑战型组织公民行为关系中的中介作用及其效应。跨层次模型数据分析结果表明：包容型领导可以有效预测员工的挑战型组织公民行为;包容型领导可以直接通过情感信任间接影响员工的挑战型组织公民行为,情感信任在这个过程中起着完全中介作用;包容型领导行为还可以通过认知信任和情感信任间接影响员工的挑战型组织公民行为,即员工的认知信任要通过情感信任才能发挥影响员工挑战型组织公民行为的间接作用。     

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.     

Corporate Social Responsibility and Team Performance: The Mediating Role of Team Efficacy and Team Self-Esteem

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of both team efficacy and team self-esteem. However, legal citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings.     

Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes

Behavioral integrity (BI) is the alignment pattern between an actor??s words and deeds as perceived by another person. Employees?? perception that their leader??s actions and words are consistent leads to desirable workplace outcomes. Although BI is a powerful concept, the role of leader referents, the relationship between perceived BI of different referents, and the process by which BI affects outcomes are unclear. Our purpose is to elaborate upon this process and clarify the role of different leader referents in determining various outcomes. To understand the impact of referents, we explicitly compared the BIs of two leader referents: senior management and supervisor. In contrast to previous research findings where supervisory BI was found to have a stronger relationship with outcomes than senior management, we find that both referents are important. However, their impact varies based upon the outcome studied. Only senior management BI predicted organizational commitment, while senior management BI, supervisory BI and supervisory trust predicted organizational cynicism. Only trust in supervisor, and not supervisory BI, impacted organizational citizenship behaviors. When senior management is the referent, trust and not BI might play an important role for outcomes that require extensive employee investments, such as organizational commitment. In contrast, when the outcome measured does not require employee investments, BI might have a direct impact on the outcome. We also uncovered that trust in supervisor substantially influences the trust employees have in their senior management.     

Keeping anger in check: The role of personal and organizational characteristics on behavioral outcomes

ABSTRACT

The food and beverage sector of the hospitality industry is known for being an emotionally labor-intensive environment. The events that transpire over the course of a shift lead to various emotions, which ultimately dictate the behaviors of the employees working in this industry. Of particular interest to this study was the interplay between environmental antecedents (power and distributive justice) and their influence on a negative emotion (anger) and a positive emotion (affective organizational commitment). Additionally, this study sought to understand how anger and affective organizational commitment influenced positive (organizational citizenship behavior) and negative (counterproductive work behavior) workplace behaviors using the lens of the affective events theory. The results of this study revealed that anger had the strongest effect on counterproductive work behavior and that all of the relationships were significant except from anger to affective organizational commitment and affective organizational commitment to counterproductive work behavior.     

The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople

This study examined how an ethical work climate influences salespersons' organizational identification, supervisory trust, organizational commitment, turnover intentions, and turnover. Using a sample of 393 salespeople, the results found that facets of an ethical work climate are related directly to supervisory trust and organizational identification. One aspect of an ethical work climate, ethical norms, was related directly to turnover. These results indicate that an ethical work climate can directly affect salespersons' job attitudes and outcomes. The results indicate the importance of measuring ethical work climate from a multi-dimensional perspective.     

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.     

The Effects of Ethical Climates on Organizational Commitment: A Two-Study Analysis

Although organizational commitment continues to interest researchers because of its positive effects on organizations, we know relatively little about the effects of the ethical context on organizational commitment. As such, we contribute to the organizational commitment field by assessing the effects of ethical climates (Victor and Cullen, 1987, 1988) on organizational commitment. We hypothesized that an ethical climate of benevolence has a positive relationship with organizational commitment while egoistic climate is negatively related to commitment. Results supported our propositions for both a benevolent climate and an egoistic climate. We also hypothesized that a principled climate is positively related to organizational commitment for professional workers but has no relationships for nonprofessional workers. Results supported this hypothesis.     

Institutionalization of organizational ethics through transformational leadership

Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational leadership are demonstrated through the components of a psychological contract, organizational commitment, and ethical culture to institutionalize organizational ethics.Dawn S. Carlson is a doctoral candidate in Organizational Behavior at the Florida State University. She teaches and conducts research in the areas of Organization Behavior, Ethics, and Human Resource Management. Dawn continues to be active in the Academy of Management and Southern Management Association. She recently presented a paper at the National Academy Meetings on Work/Nonwork Conflict.Dr. Pamela L. Perrewe is Associate Professor and Chairman of the Management Department in the College of Business at Florida State University. She teaches and conducts research in the areas of Organizational Behavior and Human Resource Management. Pam has recently co-authored a textbook entitled,Strategic Human Resource Management. She is a member of the Academy of Management, American Psychological Association, Decision Sciences Institute and the Southern Management Association (SMA). Recently, she was elected to the Board of Governors for SMA.     

The Methods Used to Implement an Ethical Code of Conduct and Employee Attitudes

Media reporting of recent business scandals, ranging from systemic accounting fraud to individual executive greed, has shed new light on the urgent need for organizational ethics in corporate America. The essay argues that organizational ethics can foster virtuous organizations by developing their sense of stewardship and integrity. This approach can inspire the ethical decision-making processes and standards of conduct for personnel throughout the organization. Another crucial role for organizational ethics is to regain lost trust and to recover the confidence of our communities, whether we are discussing the business community or the health care community. Corporate America and organizations in health care need to win back the respect of skeptical customers, disheartened patients, and distrusting communities. But this task can be accomplished properly only when organizations and their business practices have a renewed commitment to ethics. The essay discusses how organizational ethics can permeate the entire organization in order to instill trust and confidence among its constituencies. Although the focus of the essay is upon the role of organizational ethics in health care, the argument also applies to the renewal of business practices in corporations across the nation.     

心理所有权如何影响员工组织公民行为——组织认同与组织承诺作用的比较

已有文献主要集中于心理所有权与员工组织公民行为的关系研究,而对两者间的中介变量研究很少。文章试图研究员工心理所有权对组织公民行为的作用机制,尤其是研究比较组织承诺和组织认同在其中的中介作用。通过544个有效样本,我们验证了心理所有权、组织承诺与组织认同是不同的心理构念。研究结果表明,心理所有权与组织公民行为显著正相关。组织承诺、组织认同是心理所有权与组织公民行为的中介变量,其中组织承诺在心理所有权与组织公民行为之间起部分中介作用,组织认同在心理所有权与组织公民行为之间起完全中介作用。