CITIZENSHIP BEHAVIOR IN A NON‐WESTERN CONTEXT: AN EXAMINATION OF THE ROLE OF SATISFACTION, COMMITMENT AND JOB CHARACTERISTICS ON SELF‐REPORTED OCB

First, Be a Good Citizen: Organizational Citizenship Behaviors, Well-Being at Work and the Moderating Role of Leadership Styles

The study investigates the effect of organizational citizenship behavior (OCB) on well-being at work. The study further examines the moderating role of people and task-focused leadership styles between OCB on well-being at work. Individual-directed organizational citizenship behaviors (OCBI) and organizational-directed organizational citizenship behaviors (OCBO) will also be analyzed. A quantitative study was conducted and convenient sampling was adopted in selecting respondent workers (n = 200) in different Portuguese organizations. The results show that OCBs positively and significantly influence well-being at work. The strength of individual-directed organizational citizenship behaviors (OCBI) on well-being at work is stronger than that of organization-directed organizational citizenship behaviors (OCBO). Contrary to expectations, the relationship between leadership styles and well-being was not statistically significant, offering possibilities for discussion regarding the central importance usually attributed to leadership in the organizational context. However, leadership styles have a moderating effect between OCB and well-being at work, except when the employee adopts OCBO and the leadership style is people-oriented. The present study is innovative because it positions OCB as an antecedent in the relationship with well-being at work and investigates the moderating role of leadership styles in the relationship between organizational citizenship behavior and well-being.

The impact of doctors’ career calling on organizational citizenship behavior mediated by work–life balance and job satisfaction

The present study explored the relationship between doctors’ career calling and organizational citizenship behavior (OCB). A model proposing that the effect of career calling on OCB mediated by work–life balance (WLB) and job satisfaction was assessed. Data were collected from 670 doctors working in hospitals across Northern India out of which 325 questionnaires were considered for analysis purpose. The results demonstrated that career calling has a significant effect on OCB and WLB and job satisfaction mediates the career calling-OCB relationship. The results of the study suggest that WLB and job satisfaction may signify a critical link between career calling and OCB. Implications surrounding this study and theoretical and practical implications for research and practice are explored.

Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace

Management scholars have long been interested in the topic of authenticity in the workplace, evidenced by the history of scholarship on authentic leadership and the many new authenticity constructs that have emerged. In this article, we take a narrower view of authenticity and focus on relational authenticity in the workplace, which we define as being genuine in workplace relationships. Adapting a validated relational authenticity scale to the organizational context, we explore the ways in which feeling authentic in workplace relationships has ramifications for discretionary behaviors. Specifically, we build on belongingness theory to posit that relational authenticity will result in an increase in engagement in both altruistic and sportsmanship behaviors. We also explore the moderating effect of proactive personality on these relationships. Results from our two-sample study ( N = 352; 500) indicate that relational authenticity is positively associated with engagement in both altruistic and sportsmanship behaviors.

Why Don't I Help You? The Relationship between Role Stressors and Helping Behavior from a Cognitive Dissonance Perspective

This paper proposes that role stressors decrease helping behavior by undermining employees’ normative commitment from a cognitive dissonance perspective and social exchange theory. We also propose two competitive assumptions of the moderating effect of perceived organizational support (POS). In this paper, we first examine these hypotheses in Study 1 and then verify the cognitive dissonance perspective in Study 2. In Study 1, we collected data from 350 employees of two enterprises in China. The results indicated that role stressors had a negative link with helping behavior via the mediating role of normative commitment. The results also showed that POS strengthened the negative relationship between role stressors and normative commitment. In Study 2, we invited 104 employees to participate in a scenario experiment. The results found that role stressors had an impact on normative commitment via dissonance. Our studies verified the combination of cognitive dissonance perspective and social exchange theory to explain the impact of role stressors on helping behavior.

Examination of organizational commitment and organizational citizenship behaviour among local government civil servants in Uganda

Purpose

The purpose of this paper is to examine the relationship between organizational commitment and organizational citizenship behaviour (OCB) among local government civil servants.

Design/methodology/approach

This paper adopts a cross-sectional survey research design with a response of 239 civil servants in the local government sector; data was collected using a questionnaire and quantitative approaches were used in analysis.

Findings

The findings reveal that there is a significant positive relationship between organizational commitment and organizational citizenship behaviour. The predictive power of organizational commitment on OCB is, however, lower than other similar studies in extant literature. Despite being significant, the coefficient of determination in the final model was very low raising thoughtful concerns hence recommendation for further analytical studies in the local government context in the African setting.

Research limitations/implications

The results in this study cannot be without limitations. The authors take a note of the sector that the authors studied, i.e., local governments, in which the authors may not have contextualized the concepts very well and had challenges of interpretation by the respondents. The authors were also limited by the lack of context-specific literature to underpin our discussion. The paper is also limited by the narrow scope of one region in Uganda and thus generalizability to the African level may be done with caution.

Practical implications

This study provides important implications to policy, practice and research. While policies provide for expected efficiencies and productivity, the authors note that an environment in which these are to be achieved is important when it promotes OCB. Policy makers should bear in mind behavioural elements for affective, normative and continuance commitment.

Originality/value

This study contributes to the body of knowledge by finding further support for the relationship between organizational commitment and OCB, and advances a likely debate that among local government civil servants in a developing country context the predictive power could be very low. This possibly explains the efficiency gaps at this level of state governance.

Supervisory support and organizational citizenship behavior

Purpose

– The purpose of this paper is to investigate the role of participation in decision making (PDM) and job satisfaction (JS) in supervisory support and the organizational citizenship behavior (OCB) relationship.

Design/methodology/approach

– Two models with PDM and JS as mediators were tested on the supervisory support-OCB relationship. A sample of 198 Indian business executives was collected exclusively through management development programs (MDPs). To test the hypotheses in this research, correlation and regression analysis were both used. Furthermore, to test the mediation level, Baron and Kenny’s (1986) method was deployed.

Findings

– All variables in the study were found to be significantly related to each other. Both models were supported by the findings, suggesting that supervisory support promotes both PDM and JS. This, in turn, increases OCB in employees. PDM was found to be the better mediator within the relationship. Implications of these results are also discussed.

Research limitations/implications

– Self-reported responses could give biased results; peers should also have been included in the data gathering. Variables in the study cannot be analyzed in isolation. Hence control variables need to be included to arrive at more accurate and informative results.

Practical implications

– The findings contribute to better understanding of the supervisory support/OCB relationship, and the ways of improving this through PDM and JS. As an outcome of this research, organizations should aim to support, empower and involve their employees. Satisfying their needs will lead to them becoming more effective citizens within the organization. Businesses can harness the potential of OCB in employees by giving them a “voice” in decision making and by encouraging them to share ideas.

Originality/value

– The use of PDM and JS in this relationship is unprecedented. The establishment of PDM as a better mediator of the relationship is also unique. The study draws its strength from a multi-organizational sample and the use of MDPs to provide unbiased responses. Since the study is based on an Indian sample, it also adds to the growing literature of OCB from non-western economies.

Job Satisfaction of Nurses and Its Moderating Effects on the Relationship Between Organizational Commitment and Organizational Citizenship Behaviors

Because nurses deliver care to patients on behalf of hospitals, hospitals should enhance the spontaneous organizational citizenship behaviors of front-line nurses to increase patient satisfaction and, hence, to increase the competitiveness of the hospital. However, a major gap in the literature is the lack of evidence-based studies of the correlations among job satisfaction, organizational commitment, and organizational citizenship behaviors in nursing personnel. Therefore, this study performed a cross-sectional survey of nurses in 1 large hospital in Taiwan; out of 400 questionnaires distributed, 386 valid questionnaires were collected, which was a valid response rate of 96.50%. The survey results revealed that organizational commitment has a significant positive effect on organizational citizenship behaviors (γ11 = 0.57, p < .01) and that job satisfaction has a significant positive moderating effect on the relationship between organizational commitment and organizational citizenship behaviors (Δχ2 = 26.397, p < .01). Therefore, hospitals can improve the job satisfaction of their nursing staff by improving perceived working satisfaction, interpersonal satisfaction, and remunerative satisfaction, which would then improve organizational commitment and organizational citizenship behaviors.

Organizational citizenship behaviour

Purpose

– The study aims to examine the extent to which age and job satisfaction levels were predictive of organizational citizenship behaviours (OCB). From a practical perspective, understanding age- and job satisfaction-related participation in OCB would benefit management’s decisions regarding workers’ adaptability, general work effectiveness and the effective handling of demographic-dependant organizational characteristics. Members of the sample were 320 Ghanaian industrial workers.

Design/methodology/approach

– Data were collected by cross-sectional self-reports. The internal consistency reliability was tested with Cronbach’s alpha. A one-way ANOVA and post-hoc analyses were used to compare the mean scores of the four age-cohorts. Hierarchical multiple regression was used to test the main and interaction effects of age and job satisfaction on OCB. A two-way interaction effect of age and job satisfaction on OCB was produced and illustrated graphically.

Findings

– Both independent variables were predictive of OCB. Age was a significant predictor of OCB in this sample. In contrast to Western studies, older workers were more active in citizenship behaviours than their younger counterparts. The data also indicated job satisfaction to be a significant predictor of citizenship behaviours. Compared to older workers, younger workers’ citizenship behaviours were significantly influenced by job satisfaction. Results were interpreted in the context of East/West cultural values, with special emphasis on Ghanaian cultural influences on OCB. Implications of the findings are discussed.

Originality/value

– The study explored for the first time, the joint impact of age and job satisfaction on citizenship behaviours.

Antecedents of organizational citizenship behavior in a sample of Korean manufacturing employees

This study examines attitudinal variables, justice (distributive, procedural, and interactional), job satisfaction, and organizational commitment (affective and continuance) as predictors of organizational citizenship behaviors (OCBs; interpersonal helping, individual initiative, and loyal boosterism) in private sector employees in South Korea. Results show distributive justice as antecedent to loyal boosterism but not to interpersonal helping or individual initiative; procedural justice as antecedent to interpersonal helping and individual initiative but not to loyal boosterism; interactional justice as antecedent to all three OCBs; job satisfaction as antecedent to all three OCBs; affective commitment as antecedent to loyal boosterism but not to interpersonal helping or individual initiative; and continuance commitment as antecedent to loyal boosterism but not to interpersonal helping and individual initiative. The authors offer explanations for these findings based on the recent economic changes in South Korea and increasing westernization of South Korea’s business practices that may be affecting traditional cultural perspectives.

Antecedents of citizenship behavior in Arab employees in Kuwait

This study identifies antecedents of two specific dimensions of organizational citizenship behavior, altruism (OCBI) and civic virtue (OCBO), in a sample of Arab employees working in Kuwait. Results indicate that a collectivist orientation is a significant predictor of altruism and that procedural justice and job satisfaction are significant predictors of civic virtue. Additionally, respondents indicate that both altruism and civic virtue behaviors are more likely to be perceived as in-role than extra-role behaviors by study participants. Findings provide additional insight into the relevance of OCB and its antecedents in organizations within an Arab cultural context and the resultant implications for managerial processes and decisions.

Does the Job Satisfaction—Job Performance Relationship Vary Across Cultures?

The purpose of this study is to examine whether culture moderates the relationship between job satisfaction and job performance. Multiple theoretical frameworks regarding culture are used as the theoretical guide. Based on meta-analytical moderator tests, the authors find some support for their hypotheses that the effect size for the job satisfaction—job performance relationship is likely to be stronger in individualistic (vs. collectivistic) cultures, in low-power-distance (vs. high-power-distance) cultures, in low-uncertainty-avoidance (vs. high-uncertainty-avoidance) cultures, and in masculine (vs. feminine) cultures. They also observe stronger evidence of these effects for task performance than for contextual performance. Implications for theory, practice, and future research are discussed.