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.     

Modeling the relationship between perceived corporate citizenship and organizational commitment considering organizational trust as a moderator

This study proposes a research model based on social identity theory, which examines the moderating role of organizational trust on the relationship between corporate citizenship and organizational commitment. In the model, organizational commitment is positively influenced by organizational trust and four dimensions of perceived corporate citizenship, including economic, legal, ethical and discretionary citizenship. The model paths are hypothesized to be moderated by organizational trust. Empirical testing using a survey of personnel from 12 large firms confirms most of our hypothesized effects. Theoretical and managerial implications of our findings are discussed.     

Being Good Citizens: Understanding a Mediating Mechanism of Organizational Commitment and Social Network Ties in OCBs

Given that citizenship challenges the basis and workings of the basic institutions market, state, and civil society, organizational citizenship behaviors (OCBs) become an important moral tenet found in some codes of ethical principles. This study explores service-oriented OCBs and their determinants. Three dimensions of service-oriented OCBs (loyalty, service delivery, and participation) are hypothetically influenced by distributive justice, procedural justice, personal cooperativeness, and the need for social approval through the mediation of organizational commitment. The three dimensions of OCBs are hypothetically influenced by personal cooperativeness, need for social approval, task interdependence, and outcome interdependence through the mediation of social network ties. The model is tested using data from contact employees at several financial holding companies in Taiwan. Test results reveal that the relationships between need for social approval and organizational commitment and those between task interdependence and social network ties are insignificant, whereas all other paths are significant. This study also provides managerial implications and limitations.     

Impact of Job Involvement on Organizational Citizenship Behaviors in China

This study examined the relationship between job involvement and the five dimensions of organizational citizenship behaviors (OCBs, altruism, courtesy, sportsmanship, conscientiousness, and civil virtue), using a sample of 1,110 from the People Republic of China. Results showed that job involvement related positively to all dimensions of OCBs. In addition, gender moderated the relationship between job involvement and three dimensions of OCBs (altruism, courtesy, sportsmanship), with males having a stronger, positive relationship between these constructs than females. The results further showed that party affiliation moderated the relationship between job involvement and three dimensions of OCBs (altruism, courtesy, and civil virtue), with party members having a strong, positive relationship between these constructs than non-party members. The results are interpreted in light of the literature both on job involvement and OCBs, and limitations of this study are discussed.     

Impact of Islamic Work Ethics on Organizational Citizenship Behaviors and Knowledge-Sharing Behaviors

This study examines the impact of Islamic Work Ethic (IWE) on organizational citizenship behaviors (OCBs) and knowledge-sharing behaviors (KSBs) among university employees in Pakistan. A total of 215 respondents from public sector educational institutions participated in this research. The findings suggest that IWE has a positive effect on OCBs. In other words, individuals with high IWE demonstrate more citizenship behaviors than those with low IWE. The findings also suggest a positive effect of IWE on KSBs. Individuals with high IWE exhibit more KSBs than those with low IWE. The paper also discusses the theoretical and practical implications of these findings.     

Three country study: impact of support on employee attitudes

This study examined the mediating effects of perceived organizational support and affective commitment in the relationships among perceived supervisor support, organizational citizenship behavior (OCB) (individual and organizational), and turnover intentions. The proposed relationships were tested by conducting the same study involving restaurant employees in three different countries – India, USA, and South Korea. The mediating effects of perceived organizational support and affective commitment between perceived supervisor support and turnover intentions were found to be consistent across the three countries. However, the relationships among OCBs differed. While affective commitment was significantly related to both OCBs in the South Korean sample, affective commitment was significantly related only to OCBs towards organization in the US sample, and neither relationship was found to be significant in the Indian sample. This study helps to explain how contextual factors influence responses to each study variable and the proposed relationships.     

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.     

Employees’ Reactions to Peers’ Unfair Treatment by Supervisors: The Role of Ethical Leadership

Little is known about employee reactions in the form of un/ethical behavior to perceived acts of unfairness toward their peers perpetrated by the supervisor. Based on prior work suggesting that third parties also make fairness judgments and respond to the way employees are treated, this study first suggests that perceptions of interactional justice for peers (IJP) lead employees to two different responses to injustice at work: deviant workplace behaviors (DWBs) and organizational citizenship behaviors (OCBs). Second, based on prior literature pointing to supervisors as among the most important sources of moral guidance at work, a mediating role is proposed for ethical leadership. The article suggests that supervisors who inflict acts of injustice on staff will be perceived as unethical leaders, and that these perceptions would explain why employees react to IJP in the form of deviance (DWBs) and citizenship (OCBs). Data were collected from 204 hotel employees. Results of structural equation modeling demonstrate that DWBs and OCBs are substantive reactions to IJP, whereas ethical leadership significantly mediates reactions in the form of DWBs and OCBs. Behavioral ethics and managerial implications are discussed.     

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。     

Formation of Organizational Citizenship Behaviors in Students Employed in University Dining Services

Abstract

Organizational citizenship behaviors (OCBs) have been associated with consequences such as favorable performance evaluations, improved organizational performance, and reduced actual employee turnover. The impact of managers and co-workers work behaviors on the formation of OCBs towards individuals (OCBI) and OCBs towards the organization (OCBO) in student employees was investigated in this study. Hierarchical regression results indicate that there is a significant positive relationship between managers' and coworkers' exhibition of OCBI, and student employees' exhibition of OCBI, after accounting for several control variables. Path analysis results indicate that exhibition of certain transformational leadership behaviors by managers indirectly impact exhibition of OCBO by student employees. A weak, but significant, negative relationship was found between student employees' exhibition of OCB and intent to turnover. Managerial implications are discussed.     

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。     

Moderating Effect of Perceived Organizational Support on Human Resource Development Practices and Organizational Citizenship Behavior

This study examined the moderating effect of perceived organizational support on the relationship between human resource development practices and organizational citizenship behavior of hotels in Thailand. The results from a survey of 733 frontline employees revealed that the relationship between human resource development practices and organizational citizenship behavior was stronger for employees with the high level of perceived organizational support, compared to employees with the low level of perceived organizational support. Therefore, this finding contributes to a significant understanding of moderating effect of perceived organizational support in service organizations. Discussion and implications are also provided.     

Dark personality in dark times: How Dark Triad personality interacts with injustice and politics to influence detachment and discretionary behaviours

Using two-wave time-lagged multi-source data in two studies, we examine how Dark Triad personality (DTP) interacts with contextual variables to influence psychological detachment and discretionary behaviours. In Study 1 (N = 288), we examine the combined effects of DTP and perceived injustice on psychological detachment and organizational citizenship behaviours (OCBs). In Study 2 (N = 461), we examine the combined effects of DTP and perceived organizational politics (POP) on counterproductive work behaviours (CWB) and psychological detachment. We found that Dark Triad personality was positively related to psychological detachment and CWBs and negatively related to OCBs. The effects of the DTP on psychological detachment, OCBs, and CWBs were stronger when perceived injustice and POP was high.     

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.     

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.     

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.     

Institutional Conditions of Corporate Citizenship

Exploring the concept of citizenship from the history of political philosophy provides suggestions about what corporate citizenship could mean. The metaphor of corporate citizenship suggests an institutional approach to corporate social responsibility. Citizenship is a social role, characterized by an orientation towards the social contract, collective and active responsibility, as well as a positive attitude towards the juridical state. By analogy, corporate citizenship is a social role, characterized by the social contract of business, a participatory ethics of business, the precautionary principle and the promotion of just international institutions. It is considered that corporate citizenship depends on a number of interacting institutional conditions that hold society partly responsible for the social performance of their companies. Finally, the problem of the dissolution of corporate social responsibility is reviewed in an institutional environment where everyone is considered responsible.     

Manager Trustworthiness or Interactional Justice? Predicting Organizational Citizenship Behaviors

Organizational citizenship behaviors (OCBs) are essential for effective organizational functioning. Decisions by employees to engage in these important discretionary behaviors are based on how they make sense of the organizational context. Using fairness heuristic theory, we tested two important OCB predictors: manager trustworthiness and interactional justice. In the process, we control for the effects of dispositional factors (propensity to trust) and for system-based organizational fairness (procedural and distributive justice). Results, based on surveys collected from 120 employee–supervisor dyads, indicate that manager trustworthiness explains variance in OCBs over and above the variance accounted for by interactional fairness. Implications for theory and practice are discussed.     

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.     

Behind the Mask: Revealing the True Face of Corporate Citizenship

This paper traces the development of corporate citizenship as a way of framing business and society relations, and critically examines the content of contemporary understandings of the term. These conventional views of corporate citizenship are argued to contribute little or nothing to existing notions of corporate social responsibility and corporate philanthropy. The paper then proposes a new direction, which particularly exposes the element of "citizenship". Being a political concept, citizenship can only be reasonably understood from that theoretical angle. This suggests that citizenship consists of a bundle of rights conventionally granted and protected by governments of states. However, the more that governmental power and sovereignty have come under threat, the more that relevant political functions have gradually shifted towards the corporate sphere – and it is at this point where "corporate" involvement into "citizenship" becomes an issue. Consequently, "corporate citizens" are substantially more than fellow members of the same community who cosily rub shoulders with other fellow citizens while bravely respecting those other citizens' rights and living up to their own responsibility as corporations – as the conventional rhetoric wants us to believe. Behind this relatively innocuous mask then, the true face of corporate citizenship suggests that the corporate role in contemporary citizenship is far more profound, and ultimately in need of urgent reappraisal.