Organizational justice and organizational citizenship behavior: the mediating role of work engagement

The brief introduction to organizational citizenship behaviors and counterproductive work behaviors: a literature review

This paper presents a literature review on the topic of organizational performance. The study conceptualizes the overall performance of the organization as comprising of organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB). While there are numerous research studies on OCB, not many have focused on how OCB and CWB affect organizational performance simultaneously. The paper provides an explanation of the OCB and CWB concepts, followed by the primary research and focus of the study. The article presents a comprehensive framework for understanding the meanings of OCB and CWB, along with an internal hierarchy. This framework will serve as a beneficial resource for working managers, academics, and researchers, who seek to optimize economic productivity through improved understanding and management of OCB and CWB.

Relationship between employees’ perceived illegitimate tasks and their work procrastination behavior: Role of negative emotions and paternalistic dimensions

Job performance can be negatively affected by work procrastination, and few studies have been conducted on how work tasks affect procrastination. Based on the Temporal Motivation Theory, this study uses an empirical method to explore the relationship between employees' perceived illegitimate tasks and work procrastination by analyzing the mediating role of negative emotions and the moderating role of paternalistic leadership (authoritative, benevolent, and virtuous leadership). These findings indicate that perceived illegitimate tasks are positively related to work procrastination. Negative emotions mediated the relationship between perceived illegitimate tasks and procrastination. Benevolent leadership negatively moderates the relationship between perceived illegitimate tasks and work procrastination, whereas authoritative and virtuous leadership positively moderate it. The findings of this study enrich research on the mechanisms of action between illegitimate tasks and work procrastination and provide a guide for managers to reduce work procrastination.

The effect of employee mindfulness in the new media industry on innovative behavior: The chain mediating role of positive emotion and work engagement

Mindfulness has long been concerned and emphasized by scholars in the field of psychology, but there is still a lack of research on mindfulness in management in China. In this study, a questionnaire survey was conducted among 483 employees in the new media industry in Beijing, Shanghai, Guangzhou, Shenzhen, and Hangzhou, China. After modeling and analysis, it was found that employee mindfulness has a positive influence on innovative behavior. Employee mindfulness and innovative behavior are mediated by positive emotions. Employee mindfulness and innovative behavior are mediated by work engagement. Employee mindfulness and innovative behavior are mediated by a chain of positive emotions and work engagement. Enterprise managers should improve the level of mindfulness of employees in the new media industry through mindfulness training and courses for mindfulness training, create an organizational environment that can arouse positive emotions and improve the positive emotions of employees, pay attention to arousing the enthusiasm of the staff, and promote the innovative behavior of staff while enhancing work engagement.

Value-driven career attitude and job performance: An intermediary role of organizational citizenship behavior

BACKGROUND

Value-driven career attitude (VDCA) is considered a dimension of a protean career attitude (PCA). Individuals with this attitude seek out personally meaningful experiences and set their own psychological career success standards. This study investigates the association between value-driven career attitude and job performance. It looks at how organizational citizenship behavior affects the relationship between value-driven career attitudes and job performance.

METHODS

A self-reported questionnaire was used to collect data from 400 random employees of SMEs in Pakistan during the early pandemic. We chose Cochran's formula to determine the appropriate sample size, and PLS-SEM was used to analyze the model. P-O fit and self-determination theory is the theoretical lenses used in this study. The underpinning theories to this study enable the researchers to establish a link between VDCA, OCB, and job performance.

RESULTS

By analyzing a sample of 400 employees from active enterprises, we discover that VDCA contributes to an improvement in job performance. Furthermore, OCB plays an intervening effect in the relationship between VDCA and job performance. Thus, the study provided evidence for the underpinning models of P-O fit and self-determination theory.

CONCLUSION

This study adds to the body of knowledge by investigating the connections between VDCA, OCB, and job performance in SMEs. The existing literature sheds scant light on these linkages, leaving a gap that this study will address. The current study expands on other themes to provide an in-depth analysis of many under-explored PCA outcomes, which may open up new avenues for future researchers to broaden and strengthen PCA with other constructs.

The Effects of Organizational Justice on Employee Performance Using Dimension of Organizational Citizenship Behavior as Mediation

One of the important factors that can affect employee performance (EP) is the employee’s perception of organizational justice (OJ) in the workplace and the employee’s willingness to carry out the employee’s primary role (in the role) optimally and the employee’s willingness to carry out tasks outside the employee’s primary job (extra-role), commonly called organizational citizenship behavior (OCB). OCB is divided into two dimensions: OCB at the individual level (OCBI) and OCB at the organizational level (OCBO). In educational organizations, the OCB of teachers is a strategic matter, so it needs to be a concern for school management if schools want to continue to survive and develop in the era of globalization characterized by changes in a dynamic and competitive environment. OCB from teachers can be said to be a form of teacher gratitude because the school has supported the welfare of teachers a lot, appreciates the contributions of teachers, and feels organizational justice practiced by the school. The respondents to the study were 820 full-time teachers from high schools and vocational high schools spread across several regions in East Java Province and Central Java Province, Indonesia, who were taken using convenient sampling techniques. This study aims to analyze: (1) the effect of OJ on OCBI and OCBO; (2) the direct effects of OJ and indirect effects on EP with OCBI and OCBO as mediation. Data analysis used the structural equation model (SEM) and Sobel test. The results of hypothesis testing show that: (1) OJ can significantly improve OCBI; (2) OJ can significantly improve OCBO; (3) the OJ was found to have a significant positive effect on EP; (4) OCBI can significantly improve EP; (5) OCBO can significantly improve EP; (6) OCBI partially mediates the influence of OJ on EP; (7) OCBO partially mediates the influence of OJ on EP. The results of this study explain the essential aspects of behaviour in the workplace, such as OJ, OCB, and EP, with a particular focus on high schools and vocational high schools in several regions in East Java Province and Central Java Province, Indonesia. The results showed that improving the EP of teachers can be achieved by organizational management through OJ practices in the work environment as well as organizational management efforts in improving the OCB of employees, considering that employees play an essential role in improving organizational performance.

Influence of distributive justice on organizational citizenship behaviors: The mediating role of gratitude

Distributive justice is known to have important emotional and affective outcomes. The present study explores the role of distributive justice as an antecedent to feelings of gratitude toward the organization. Borrowing from social exchange theory, we investigate the mediating role of gratitude in the relationship between “perceived fairness in distributive justice” and “employees’ organization citizenship behaviors (OCB).” Time-lagged, multi-source data was collected from 185 employees and their supervisors employed in a large manufacturing organization based in East India. Two significant findings emerge. First, the results indicate that feelings of gratitude signal fair distribution of benefits such that the employees go beyond the call of the duty to invest in OCB. Second, engagement in such acts seems to nullify their social debts highlighted in the social exchange perspective. Thus, a strong moral emotion, gratitude is a powerful vehicle that drives employees to act in the organization’s interests because doing is desirable and rightful. Implications for theory and practice are discussed.