Role Stress and Prosocial Service Behavior of Hotel Employees: A Moderated Mediation Model of Job Satisfaction and Social Support

The association between social support and prosocial behavior: A three-level meta-analysis

Numerous studies have examined the relationship between social support and prosocial behavior and have concluded that social support is an important factor in generating prosocial behavior. However, different studies have produced different conclusions, and the moderating effect on the relationship is not entirely clear. The current study uses a three-level meta-analysis method to clarify the relationship between social support and prosocial behavior, and explores the moderating variables that affect the relationship between the two variables. Through a systematic literature search, a total of 92 studies, 418 effect sizes, and 74,378 participants were obtained. The main effects test found a significant positive correlation between social support and prosocial behavior. Tests of the moderating effects indicated that the relationship between social support and prosocial behavior was moderated by year of publication, source of social support, measurement of social support and measurement of prosocial behavior. In summary, social support plays an important role in prosocial behavior, and exploring their relationship is beneficial to families, schools and society in guiding individuals' prosocial behavior.

Challenge or Hindrance? The Dual Impact of Algorithmic Control on Gig Workers' Prosocial Service Behaviors

Algorithmic technological progress presents both opportunities and challenges for organizational management. The success of online labor platforms hinges on algorithmic control, making it imperative to explore how this control affects gig workers' prosocial service behaviors. Drawing from affective event theory, our study delves into the factors influencing gig workers' prosocial service behaviors in the online labor platform setting. We utilize the challenge-hindrance appraisal framework to highlight the pivotal role of algorithmic control. To rigorously test our hypotheses, we gathered empirical data from an online questionnaire survey of 660 gig workers. Our results indicate that challenge appraisals and hindrance appraisals in regard to platform algorithm control have a nuanced dual impact on gig workers' prosocial service behaviors. This relationship is clarified by the mediating function of work engagement. A challenge appraisal of platform algorithmic control can positively influence gig workers' prosocial service behaviors. However, hindrance appraisal of platform algorithmic control can negatively influence gig workers' prosocial service behaviors. Interestingly, workplace interpersonal capitalization boosts the effect of challenge appraisal on employees' prosocial service behaviors. However, it does not mitigate the adverse effects of hindrance appraisal on such behaviors. This study has multiple theoretical implications, and it also provides valuable practical insights into organizational management.

Extending Theory of Planned Behavior to Understand Service-Oriented Organizational Citizen Behavior

The financial crisis of 2007-2008 and the COVID-19 pandemic have caused many enterprises to suffer great losses. Thus, companies have to take measures such as pays cut, furloughs, or layoffs, which caused dissatisfaction among employees and triggered labor disputes. Therefore, this study explores the service-oriented organizational citizenship behavior based on the decomposed theory of planned behavior in order to understand the behavioral intentions of employees through their mental states, job attitudes, subjective norms, and perceived behavioral control. This study conducted questionnaire surveys for employees in different industries, collected 281 valid questionnaires, and applied Structural Equation Model for the analysis. The results show: (1) employees believe organizational justice in the organization is important, and when they feel treated fairly, their job attitudes and beliefs are enhanced. (2) Employees' job attitudes and beliefs support service-oriented organizational citizenship behavior, in other words, they have positive job attitudes and beliefs and will actively provide better service to customers. (3) When employees are treated reasonably and fairly by the organization and have positive job attitudes (job satisfaction and organizational commitment) and perceived behavior control, their spontaneous service-oriented organizational citizenship behavior is stimulated, thus increasing organizational development.