Believe to go the extra mile: the influence of internal CSR initiatives on service employee organizational citizenship behaviors

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
En-Yi Chou ◽  
Haw-Yi Liang ◽  
Jiun-Sheng Chris Lin
Keyword(s):  
Organizational Citizenship ◽  
Value Congruence ◽  
Organizational Citizenship Behaviors ◽  
Internal Marketing ◽  
Management Support ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Service Employees ◽  
Attitudes And Behaviors ◽  
Company Identification

PurposeLeveraging the power of corporate social responsibility (CSR) is strategically important to corporations. Although various studies have explored the positive effects of CSR, few have been devoted to the investigation of CSR related to service employees from the internal marketing perspective. Therefore, this study fills this research gap by developing a conceptual model based on social influence theory to explain how internal CSR initiatives affect service employees' attitudes and behaviors.Design/methodology/approachThis study develops and empirically tests a theoretical model examining the impact of internal CSR initiatives (i.e. internal dissemination of and management support for CSR) on service employees' attitudes toward an organization (i.e. employee–company identification and value congruence), which ultimately enhance their organizational citizenship behaviors (OCBs) toward customers, other employees and the organization. Survey data from 271 frontline employees of service firms actively involved in CSR-related activities were examined with structural equation modeling.FindingsThe results suggest that perceived internal dissemination of and management support for CSR affect service employees' citizenship behaviors toward customers, other employees and the organization through the mediation of employee–company identification and value congruence.Practical implicationsInternal CSR initiatives are highly related to service employees' various OCBs that are beneficial to improving the service performance of firms. Therefore, it is imperative for companies to devote attention to internal marketing dissemination while promoting CSR. In addition, as managers' attitudes and behaviors trickle down to employees, service supervisors' support of CSR activities plays a significant role in forming employee perceptions of a firm's CSR dedication.Originality/valueThis study represents one of the first to view internal CSR initiatives as an effective internal marketing lever. Moreover, the relationship between internal CSR initiatives and service employees' OCBs – OCB toward customers, other employees and the organization – is proposed and tested with an empirical model, providing significant contributions.

Exemplary followership. Part 1: refining an instrument

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tim O. Peterson ◽  
Claudette M. Peterson ◽  
Brian W. Rook
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Content Type ◽  
The Usa ◽  
The Impact

Purpose The overall purpose of this paper is to determine to what extent organizational citizenship behaviors predict followership behaviors within medical organizations in the USA. This is the first part of a two-part article. Part 1 will refine an existing followership instrument. Part 2 will explore the relationship between followership and organizational citizenship. Design/methodology/approach Part 1 of this survey-based empirical study used confirmatory factor analysis on an existing instrument followed by exploratory factor analysis on the revised instrument. Part 2 used regression analysis to explore to what extent organizational citizenship behaviors predict followership behaviors. Findings The findings of this two-part paper show that organizational citizenship has a significant impact on followership behaviors. Part 1 found that making changes to the followership instrument provides an improved instrument. Research limitations/implications Participants in this study work exclusively in the health-care industry; future research should expand to other large organizations that have many followers with few managerial leaders. Practical implications As organizational citizenship can be developed, if there is a relationship between organizational citizenship and followership, organizations can provide professional development opportunities for individual followers. Managers and other leaders can learn how to develop organizational citizenship behaviors and thus followership in several ways: onboarding, coaching, mentoring and career development. Originality/value In Part 1, the paper contributes an improved measurement for followership. Part 2 demonstrates the impact that organizational citizenship behavior can play in developing high performing followers.

The mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behavior

2015 ◽  
Vol 26 (4) ◽  
pp. 366-385 ◽  
Author(s):  
Yang Woon Chung
Keyword(s):  
Interpersonal Relationships ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Social Contexts ◽  
Organizational Conflict ◽  
Citizenship Behaviors ◽  
Mediating Effects ◽  
Content Type ◽  
Role Behavior ◽  
Workplace Ostracism

Purpose – This study aims to examine the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The workplace is a social context where many individuals spend a great amount of their time. Frequently being excluded or ignored is a common experience within all social contexts, and the study emphasizes how those feelings can affect organizational members. The current study extends research, as prior empirical studies have focused mainly on the direct consequences of workplace ostracism. Design/methodology/approach – The study was longitudinally designed, as data were collected using a two-wave self-reported survey. Confirmatory factor analysis and structural equation modeling were conducted to test the study’s hypotheses. Findings – The study found workplace ostracism to be positively related to coworker conflict, supervisor conflict and task conflict. Coworker conflict was found to fully mediate the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. Research limitations/implications – As the study was conducted in Korea, the results cannot be generalizable and should be tested in Western cultures. Although the study was longitudinally designed, the first-wave survey measured the independent variable, while the second-wave survey measured the mediating and dependent variables. Also, self-reported surveys are always of concern; thus, multiple sources should be considered to strengthen the research model’s relationships. Practical implications – Organizations and managers need to continuously address the quality of interpersonal relationships among all organizational members. As studies reveal that being “out of the loop” is quite a common phenomenon, individual and organizational performance can be greatly affected, as work is becoming more interdependent and team work is frequently implemented within organizations. Social implications – Individuals interact in numerous social contexts and as the workplace is an important context where many individuals spend a lot of their time and interact with other organizational members, the quality of the relationships at work can have spillover effects that can affect interpersonal relationships outside of the workplace. Originality/value – The study explores and empirically tests the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The study extends research on the consequences of workplace ostracism and helps further understand how workplace ostracism can affect workplace attitudes and behaviors.

Authentic leadership, work engagement and organizational citizenship behaviors in petroleum company

2016 ◽  
Vol 65 (6) ◽  
pp. 811-830 ◽  
Author(s):  
Mohamed Saeed Al Sahi AL Zaabi ◽  
Kamarul Zaman Ahmad ◽  
Chowdhury Hossan
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Organizational Citizenship Behaviors ◽  
Mediating Effect ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Petroleum Sector ◽  
Petroleum Company ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship between authentic leadership (AL), work engagement (WE), and organizational citizenship behaviors (OCB) among United Arab Emirates (UAE) nationals working in the petroleum sector. This study further intends to examine the mediating effect of psychological empowerment (PE) on above mentioned relationship. Design/methodology/approach – Quantitative method involving self-reported questionnaire was used in this study. Data were collected from 189 UAE national employees from one of the major petroleum companies in the UAE. An extensive online questionnaire consisting of 70 questions was designed in Version 2.05+ of LimeSurvey, an open source-based survey tool. Structural equation modeling using Lisrel was deployed to examine the relationship between AL, PE, WE, and OCB. Findings – The results revealed that AL significantly increases WE and OCB. Results also indicated that PE increases the strength of relationship between AL with WE and OCB while acting as a mediator. Practical implications – The research results suggested that leaders and discussion makers in the petroleum sector in UAE should encourage their managers to adopt a more AL style. Given that AL is strongly related to WE, PE, and OCB, AL training programs is consequently important in building employees that would be more empowered and engaged. Originality/value – This study contributes to organizational behavior and industrial psychology literature. The study is unique in respect to the research model that was developed and validated. It’s one of the first attempts to empirically investigate the direct relationship among AL, PE, WE, and OCB in Middle-East context. This study was conducted in UAE, where AL concept has been rarely investigated and finding from this study may help in filling up the gap in knowledge.

scholarly journals Does authentic leadership stimulate organizational citizenship behaviors? The importance of affective commitment as a mediator

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe ◽  
Rajasekhar David
Keyword(s):  
Organizational Citizenship ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Organizational Citizenship Behaviors ◽  
Mediating Effect ◽  
Organizational Sustainability ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Positive Leadership ◽  
The Impact

Purpose This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC). Design/methodology/approach Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB. Findings The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB. Research limitations/implications Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship. Practical implications The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability. Social implications Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability. Originality/value This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.

Exploring the drivers of organizational citizenship behaviors (OCB) among corporate meeting attendees

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chachaya Yodsuwan ◽  
Athitaya Pathan ◽  
Kenneth Butcher
Keyword(s):  
Organizational Citizenship ◽  
Organizational Support ◽  
Online Survey ◽  
Organizational Citizenship Behaviors ◽  
Opportunity Costs ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Work Related ◽  
Mice Industry ◽  
Mode Of Transport

PurposeCorporate meetings are a large sector of the global meetings, incentive, convention and exhibition (MICE) industry. However, regular attendance and productive participation by employees are regularly cited as critical problem areas. The purpose of this paper is to investigate how key inhibiting factors related to meeting attendance influence one dimension of employee organizational citizenship behaviors (OCB)–civic loyalty.Design/methodology/approachAn online survey was administered to 229 attendees of corporate meetings, drawn from a large range of private companies and government agencies. Regression analysis was used to investigate which factors affected two variables reflecting employee OCB–civic loyalty: future attendance intentions and positive co-worker advocacy.FindingsIt was found that opportunity costs and travel convenience were the two most important factors. Opportunity costs reflected the personal costs faced by attendees attending corporate meetings offsite through family or work-related responsibilities. In addition, organizational support was a further significant factor. The strength of relationships varied depending upon gender and mode of transport to the destination.Originality/valueWhile there is a large literature on motivators of meeting attendance in general, this is the first study to examine attendance factors for the corporate meeting sector. This study addresses calls for studies that seek to understand which key factors are related to positive attendance outcomes, and especially extends the scant level of research on meeting inhibitors. This study is also the first to utilize organizational citizenship theory to understand these relationships within the MICE sector. Implications are drawn for event organizers.

scholarly journals The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Qi ◽  
Steven John Armstrong
Keyword(s):  
Cognitive Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Relationship Conflict ◽  
Leader Member Exchange ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Individual Level ◽  
Member Exchange

Purpose This paper aims to investigate the influence of cognitive style diversity on intra-group relationship conflict and individual-level organizational citizenship behaviors (OCBs). The role of leader-member exchange as a moderating variable is also examined. Design/methodology/approach The authors used hierarchical linear modeling and hierarchical regression analysis to analyze results from a sample of 344 members from 83 teams nested within 126 departments in six manufacturing organizations in the People’s Republic of China. Findings Results yielded general support for our hypothesized relationships between cognitive style diversity and intra-group relationship conflict. Leader-member exchange was also found to moderate the relationship between these two variables. Contrary to expectations, there were no relationships between these variables and individual-level organizational citizenship behaviors. Originality/value This research addresses calls from the team diversity and conflict literature to address the understudied area of deep-level cognitive diversity. Second, this study addresses previous calls for more team-level and mixed-level theory and methodology to inform OCB research. Third, this is the first study of group-level cognitive style diversity and the moderating influence of leader-member-exchange and provides valuable insights into ways of mitigating some of the negative effects of cognitive diversity on teams.

Transformational leadership, trust, and follower outcomes: a moderated mediation model

2019 ◽  
Vol 42 (3) ◽  
pp. 370-390 ◽  
Author(s):  
Ali Ender Altunoğlu ◽  
Faruk Şahin ◽  
Sümeyra Babacan
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Leadership Behaviors ◽  
Moderated Mediation ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Affective Trust ◽  
Positive Effects

PurposeThe purpose of this study is to examine the influences of transformational leadership behaviors on followers’ task performance and organizational citizenship behaviors, the potential mediating role of affective trust and moderating effect of follower tenure with leader in these relationships.Design/methodology/approachThe authors collected survey data from 197 employees from various organizations in Turkey, operating in several sectors. To test the relationships among study variables, the authors followed the moderated mediation procedure suggested by Hayes (2013).FindingsThe findings indicated that transformational leadership behaviors have significant positive effects on both followers’ task performance and organizational citizenship behaviors. Furthermore, mediational analyses showed that affective trust mediated the relationship between transformational leadership behaviors and followers’ task performance. Moreover, the moderation analysis shows that the effect of transformational leadership behaviors on affective trust depended on leader–follower dyadic tenure, with the effect of transformational leadership behaviors being greater at high level of leader–follower dyadic tenure.Research limitations/implicationsThis study provides evidence of the positive relationship of transformational leadership behaviors with followers’ affective trust at work and task performance. Such knowledge suggests that improving leaders’ skills and capabilities in terms of transformational leadership through training might lead organizations to work more effectively.Originality/valueThis study contributes to the existing literature by showing the importance of affective trust, explaining why transformational leaders can motivate and influence followers to achieve a higher performance. In addition, this research provides knowledge about transformational leadership effectiveness in developing countries, mainly in Turkey.

Relationship of immediate workspace and environmental workplace with organizational citizenship behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kameron M. Carter ◽  
David M. Harman ◽  
Sheryl L. Walter ◽  
Thomas S. Gruca
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Structural Equation ◽  
Organizational Citizenship Behaviors ◽  
Equation Modeling ◽  
Full Time ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Relationship Of

PurposeThe purpose of this paper is to examine the relationship of immediate workspace satisfaction (IWS) and environmental workplace quality (EWQ) on perceived organizational support (POS), engagement and organizational citizenship behaviors (OCBs). In this paper, we draw on social exchange theory and environmental psychology to propose IWS and EWQ as drivers of employee OCBs.Design/methodology/approachA survey was conducted with 1,206 full-time employees. The EWQ measure was assessed with a randomly selected calibration sample (n = 603). Structural equation modeling was used to analyze the hypothesized model (n = 603).FindingsIWS and EWQ both are positively related to employees’ OCBs. For IWS, the effect was fully mediated by POS while POS and engagement partially mediated the EWQ–OCB relationship.Research limitations/implicationsThe survey was conducted at one point in time and may introduce common method variance.Practical implicationsHigh-quality, satisfying workspace and workplace environments motivate employee OCBs through POS and work engagement.Originality/valueThis study introduces a scale for measuring EWQ. Empirical evidence provided to support the effects of two contextual perceptions—IWS and EWQ—on employee discretionary behaviors.

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