Exploring the Theory of Employee Planned Behavior: Job Satisfaction as a Key to Organizational Performance

This article introduces a significant advancement with the "Theory of Employee Planned Behavior" (TEPB), a novel extension of the well-established Theory of Planned Behavior (TPB). The TEPB uniquely positions job satisfaction as a central determinant in driving organizational performance. Using data from county-level government institutions in the United States, this research offers a nuanced exploration into how employee satisfaction influences organizational commitment and citizenship behaviors, which, in turn, substantially impact organizational performance. Our approach utilizes a significant dataset involving 372 dyads across hierarchical levels in government institutions. Through the application of Structural Equation Modeling (SEM), we rigorously validate the TEPB model. The results highlight a significant relationship where enhanced job satisfaction leads to stronger organizational commitment. This heightened commitment further fosters organizational citizenship behaviors, crucial in achieving superior organizational performance. This work notably extends the TPB model by integrating organizational performance as a consequential outcome. It also provides empirical evidence of the direct relationship between job satisfaction and organizational performance, specifically in the context of government institutions. Such findings are invaluable for organizational executives and policymakers in recognizing the paramount importance of employee satisfaction for organizational success. Overall, the TEPB model presented in this study offers a holistic and practical framework for organizations seeking to understand and effectively manage employee behavior. By focusing on job satisfaction, organizations can foster a more committed and proactive workforce, significantly improving performance and efficiency.

Does Social and Organizational Support Moderate Emotional Intelligence Training Effectiveness?

Given the dearth of systematic research and inconclusive results regarding the effectiveness of emotional intelligence (EI) training in adult training, this study was conducted to evaluate the effectiveness of EI training. This study aimed to assess the effectiveness of EI training on learning and transfer outcomes, considering underexplored moderation of social and organizational support with experimental and longitudinal research design. Training transfer was measured through changes in organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). Participants self-assessed their OCB and CWB levels, while their supervisors also provided evaluations, allowing for separate analysis. Data, from a sample comprising 176 government officials, were collected across different periods and analyzed employing diverse analytical tools. The results revealed positive effects of EI training on training outcomes in both samples but positive moderation effect of social and organizational support on the effect of EI training on training outcomes was observed in the self-evaluation sample but not in the supervisor evaluation sample. The findings advance the debate on social exchange theory and organizational support theory by showing the boundary condition of their applicability. Furthermore, this study clarifies the impact of EI training on training outcomes by emphasizing the nuanced role of social and organizational support.

Attributions for abusive supervision: Who do subordinates blame and does it matter?

Drawing on attribution theory, we propose in Study 1 that subordinates' supervisor-directed responses to abusive supervision depend upon their causal attributions for the abuse. Using a scenario-based study (N = 183), we test a moderated mediation model in which the entity blamed for abusive supervision (supervisor, organization, self) is expected to predict subordinates' behavioral intentions toward their supervisor via affective responses (supervisor disliking). This relationship will be exacerbated when subordinates perceive the cause of abusive supervision as stable. We found that subordinates who blamed themselves or the organization for the abuse disliked their supervisor less and had higher OCB-supervisor intentions, and this relationship was stronger when subordinates perceived the cause of abuse as stable. Disliking mediated the relationship between supervisor attributions and OCB-supervisor, but this relationship is not moderated by perceived stability. In Study 2, we explore whether there are additional entities that are blamed for abusive supervision and the reasons they are held accountable. We examined qualitative responses (N = 107) from abused subordinates to find that they most commonly blame their supervisor, themselves, and the organization for abusive supervision. However, subordinates occasionally blame their relationship with their supervisor and their work group.

The Need for Status, Organizational Citizenship Behavior, and Overall Evaluation: Focusing on the Moderating Effects of Political Skill and Task Visibility

Drawing on the costly signaling theory (CST), this study examined the need for status as a hidden motive to increase organizational citizenship behavior (OCB) and result in the focal employee's overall evaluation. Moreover, as the activating cues, this study considered political skill as an individual characteristic and task visibility as a situational factor in the relationship between the need for status, OCB, and overall evaluation. To test these predictions, we obtained and analyzed 299 questionnaire responses from pairs of subordinates and supervisors in various South Korean industries. The analytical results supported our hypotheses that the need for status increased OCB, resulting in high performance appraisal. Moreover, task visibility positively moderated the relationship between the need for status and overall evaluation, which was mediated by OCB. However, political skill exhibited a negative moderation effect on this mediation process. These findings have important theoretical and practical implications, and they also highlight directions for future research.

Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees' work behavior

So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders' pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee' hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee' hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee' hostility toward supervisor and on organizational citizenship behavior through psychological availability.

Does Overqualification Play a Promoting or a Hindering Role? The Impact of Public Employees' Perceived Overqualification on Workplace Behaviors

Drawing upon the conservation of resource theory, we offer a framework for understanding the mechanism underlying the effect of public employees' overqualification on their cognitive and behavioral outcomes, through both positive and negative paths. We propose that perceived overqualification elicits two subjective cognitions, namely, perceived control and psychological entitlement, which further lead to public employees' behaviors through approach (organizational citizenship behavior) and avoidance (workplace deviance behavior) tendencies. A total of 421 public employees participated in the three-stage time-lag investigation. The findings indicated that public employees' perceived overqualification is positively related to perceived control, and perceived control is positively related to organizational citizenship behavior. Perceived control completely mediates the relationship between perceived overqualification and organizational citizenship behavior. Perceived overqualification is positively related to psychological entitlement, and psychological entitlement is positively related to workplace deviance behavior. Psychological entitlement completely mediates the relationship between perceived overqualification and workplace deviance behavior. This study constructed a double-edged sword model of perceived overqualification based on the public sector, discussing the influence of public employees' perceived overqualification on their workplace behaviors from the perspective of resource assessment and self-evaluation, and providing theoretical guidance for the practice of human resource management within the public sector.

Psychological Capital and Organizational Citizenship Behaviors of Construction Workers: The Mediating Effect of Prosocial Motivation and the Moderating Effect of Corporate Social Responsibility

Due to construction industry projects' large-scale, long-period, and outdoor operation characteristics, employees' organizational citizenship behavior (OCB) plays an essential role in cost-saving, high-efficiency, and environmentally friendly development strategies. This study discusses how to improve employees' OCB from two levels of employees' psychological factors and corporate social responsibility (CSR) at the organizational level. We verified this study's hypotheses based on 336 valid questionnaires collected from 56 teams. The results indicated that (1) positive psychological capital (PsyCap) was a positive predictor of employees' OCB; (2) PsyCap was positively related to employees' prosocial motivation, and prosocial motivation partially mediated the relationship between PsyCap and employees' OCB; and (3) CSR moderated the relationship between PsyCap and prosocial motivation and played a significant moderating role between prosocial motivation and OCB. These findings provide an empirical research basis for the theories of conservation of resources (COR), self-determination, and affective events. This research also has managerial implications for improving employees' OCB in the construction industry.

Cross-Level Influence of Group-Focused Transformational Leadership on Organizational Citizenship Behavior among Chinese Secondary School Teachers

The organizational citizenship behavior of teachers holds paramount significance in elevating school organizational effectiveness and sustaining competitive advantage. To address this, this study examines the cross-level influence of group-focused transformational leadership on organizational citizenship behavior among secondary school teachers. This exploration includes investigating the mediating role of individual-level psychological contract fulfillment and the moderating impact of group-level collectivism. An empirical investigation involving 1162 secondary school teachers in China was designed for this purpose. The results demonstrate that group-focused transformational leadership significantly positively impacts teachers' organizational citizenship behavior. Moreover, this relationship is positively moderated by collectivism at the group level, suggesting a stronger effect of transformational leadership on organizational citizenship behavior in more collective-oriented groups. Additionally, the findings reveal that psychological contract fulfillment at the individual level mediates this cross-level relationship, providing evidence for its role in translating leadership's influence to organizational citizenship behavior. The findings underscore the significance of concentrating on group-focused transformational leadership, cultivating a collectivist atmosphere, and guaranteeing the fulfillment of psychological contracts as pivotal strategies for bolstering organizational citizenship behavior among teachers.

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 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.

Impact of Co-Worker Ostracism on Organizational Citizenship Behavior Through Employee Self-Identity: The Moderating Role of Ethical Leadership

Purpose

Positive interpersonal interactions are indispensable for employees to engage in organizational citizenship behavior (OCB) that benefits teamwork; however, co-worker ostracism triggers interpersonal isolation, inhibiting OCB. This research aims to leverage the intervention of ethical leadership in the ostracism-OCB relationship to moderate the harmful ostracism and promote ostracized employees' OCB through employee self-identity.

Methods

This research chose 122 MBA to participate in Study 1's scenario experiment to verify the causality between variables. Study 2 used 295 valid questionnaires from full-time employees to generalize the experimental results to field settings and compensate for external validity. Two studies used Hayes's conditional process model to test the conditional direct and indirect relationships.

Findings

This research revealed that high levels of ethical leadership effectively transitioned the harmful ostracism and promoted ostracized employees' OCB by satisfying ostracized employees' needs for identity recognition. Accordingly, the direct and indirect effects of co-worker ostracism on OCB through employee self-identity would be positive at high levels of ethical leadership, but negative at low levels.

Originality

This research first introduces an identity perspective on ethical leadership in moderating the ostracism-OCB relationship. Based on the social identity theory of leadership, this research fills the gap in ostracism and OCB research calling for leadership interventions. It extends a novel insight into inspiring ostracized employees' participation in OCB through employee self-identity.

Practical Implications

This research provides the managerial applications of ethical leadership for China organizations to reduce inadvertent inactions, accept employees' identities, and value interpersonal communication for effectively transitioning harmful ostracism.

Does mental health limit organizational behavior, or not? A study drawn on resource conservation

The current study is rooted in the theory of conservation of resources, exploring the associations between mental health factors namely stress, anxiety and depression with organizational citizenship behavior and counterproductive wok behavior. Data gathered from an Indian automobile sector revealed interconnections between the variables. It was found that stress, anxiety and depression have a positive relationship with OCB and stress and anxiety have negative relationship with CWB. The manuscript further evaluates the results drawing upon conservation of resources theory as we find striking differences between our hypotheses and results, and that opens up new avenues for future research.

Examining the Influence of Authentic Leadership on Follower Hope and Organizational Citizenship Behavior: The Mediating Role of Follower Identification

Authentic leadership's influence on follower outcomes through the mediating roles of identification with the supervisor and social identification forms the core purpose of this research. By studying this less explored relationship within leadership studies, we aim to elucidate how these factors interrelate within the context of follower hope and organizational citizenship behavior (OCB). Using a quantitative methodology, we gathered and analyzed data from a sample of 241 employees across various South Korean businesses. Our main findings reveal that a follower's identification with the supervisor significantly mediates the relationship between perceived authentic leadership and follower outcomes, such as hope and OCB. Concurrently, the study found that strengthening employee identification with their work group positively enhances these outcomes. From these findings, we conclude that authentic leadership can effectively drive follower identification, fostering beneficial outcomes, such as hope and OCB. It also suggests that workplaces that promote authentic leadership and a culture of strong supervisor and social identification can effectively enhance overall employee well-being and organizational performance.

The Mechanisms of How Narcissistic Duality Traits Influence on College Student's Organizational Citizenship Behavior from an Impression Management Perspective

Purpose

Although plenty of studies have examined the antecedents of organizational citizenship behavior, empirical studies exploring the role of individual narcissism in relation to college students' organizational citizenship behavior are relatively scarce. Drawing on the dual theory of narcissism and the conservation of resources theory, this study aimed to explore the relationship between narcissistic duality traits (narcissistic admiration and narcissistic rivalry) and organizational citizenship behavior of college students, and to further examine the mediating role of impression management motivation (assertive impression management motivation and defensive impression management motivation) and the moderating roles of teamwork, interpersonal relationships, and optimism.

Methods

We used the questionnaire method with a sample of undergraduate and graduate students from several universities in Hubei, China. The data sample for analysis consists of 583 college students.

Results

(1) Narcissistic admiration had a significant and positive effect on college students' organizational citizenship behavior, while the effect of narcissistic rivalry was significant and negative; (2) assertive impression management motivation mediated the relationship between narcissistic admiration and college student's organizational citizenship behavior, and defensive impression management motivation mediated the relationship between narcissistic rivalry and college student' s organizational citizenship behavior; and (3) teamwork, interpersonal relationships, and optimism positively moderated the relationship between narcissistic admiration and assertive impression management motivation, and these variables positively moderated the indirect effects of assertive narcissism on college student's organizational citizenship behavior through assertive impression management motivation.

Conclusion

We found that college students with narcissistic admiration engaged in more organizational citizenship behaviors than those with narcissistic rivalry. In addition, narcissistic admiration had a positive effect on organizational citizenship behavior through assertive impression management motivation, and narcissistic rivalry had a negative effect on organizational citizenship behavior through defensive impression management motivation. Finally, teamwork, interpersonal relationships, and optimism significantly and positively mediated the relationship between narcissistic admiration and assertive impression management motivation, and the indirect effect of narcissistic admiration on organizational citizenship behavior through assertive impression management motivation. However, the direct effects of teamwork, interpersonal relationships, and optimism on the relationship between narcissistic rivalry and defensive impression management motivation, and the indirect effect of narcissistic rivalry on organizational citizenship behavior through defensive impression management motivation were not significant.

Student athlete well-being framework: an empirical examination of elite college student athletes

The current study proposes a multidimensional student athlete well-being framework (SAWBF). The authors used 12 items to capture SAWBF comprised of four well-being dimensions (i.e., physical, hedonic, psychological, and social well-being). To empirically assess the reliability and validity of the framework, data from elite collegiate student athletes in Japan (N = 546) were procured. The results indicated sufficient convergent and discriminant validities of SAWBF. The authors also assessed predictive validity correlations of the framework by focusing on the oft-supported well-being outcome-organizational citizenship behavior, which were also found to be associated with SAWBF. The findings indicated the usefulness of SAWBF; and coaches and staff members can utilize the framework to multi-dimensionally understand well-being status of their student athletes, potentially boosting adaptive behaviors.

Organizational culture and the individuals' discretionary behaviors at work: a cross-cultural analysis

Stating "how things are done here," organizations are defining their culture. Organizational Culture (OC) is the set of values, norms, goals, and expectations shared by all members of an organization that aids in improving their commitment and performance. On the organizational level, it impacts behavior, productivity, and long-term survival by influencing organizational capability. Due to employee behavior being a competitive differential, this study examines how specific OCs influence individual behavior. In particular, how the different cultures in the Organizational Culture Assessment Instrument (OCAI) affect employees' main dimensions of Organizational Citizenship Behavior (OCB). A descriptive-confirmative ex post facto research was conducted by surveying 513 employees from over 150 organizations worldwide. The Kruskal-Wallis H-test was used to validate our model. The general hypothesis was confirmed, showing that the predominant organizational culture type affects the level and the kind of OCBs individuals demonstrate. It is possible to provide organizations with a breakdown of their employees' OCBs based on their OC type and which changes they can make to their organization's culture to increase the employees' OCB and, consequently, the efficiency of their organization.

Community experiences in the strategic human resource management black box

Recent research suggests experiencing community at work (i.e., perceiving a sense of community [SOC] and a sense of community responsibility [SOC-R]) is important for employee and organizational outcomes, however, we know very little about how these constructs operate in human resource management contexts. This study peers into the strategic human resource management "black box," which is an organizational setting where psychological and social variables are believed to influence employee perceptions in ways that impact their individual functioning, and subsequently improve organizational outcomes. Specifically, the study tests hypotheses regarding the relationship between high-involvement work climate (i.e., a human resource context), psychological need satisfaction, SOC, SOC-R, organizational identification, and organizational citizenship behaviors, in an attempt to theoretically ground, and empirically test, if experiences of community matter in the human resource management "black box." Data from 312 employees across multiple organizations were analyzed using partial least squares structural equation modeling, and the findings reveal that experiences of community likely play an important role in the strategic human resource black box. The findings highlight that human resource practitioners, and scholars at the intersection of community psychology and human resource management, should consider further evaluation and action around experiences of community at work. Such a focus may help to create and build more socially sustainable organizational contexts for employees where they can thrive while organizations attempt to achieve collective goals.

The Relationships of Human-Cobot Interaction Fluency with Job Performance and Job Satisfaction among Cobot Operators-The Moderating Role of Workload

Modern factories are subject to rapid technological changes, including the advancement of robotics. A key manufacturing solution in the fourth industrial revolution is the introduction of collaborative robots (cobots), which cooperate directly with human operators while executing shared tasks. Although collaborative robotics has tangible benefits, cobots pose several challenges to human-robot interaction. Proximity, unpredictable robot behavior, and switching the operator's role from a co-operant to a supervisor can negatively affect the operator's cognitive, emotional, and behavioral responses, resulting in their lower well-being and decreased job performance. Therefore, proper actions are necessary to improve the interaction between the robot and its human counterpart. Specifically, exploring the concept of human-robot interaction (HRI) fluency shows promising perspectives. However, research on conditions affecting the relationships between HRI fluency and its outcomes is still in its infancy. Therefore, the aim of this cross-sectional survey study was twofold. First, the relationships of HRI fluency with job performance (i.e., task performance, organizational citizenship behavior, and creative performance) and job satisfaction were investigated. Second, the moderating role of the quantitative workload in these associations was verified. The analyses carried out on data from 200 male and female cobot operators working on the shop floor showed positive relationships between HRI fluency, job performance, and job satisfaction. Moreover, the study confirmed the moderating role of the quantitative workload in these relations. The results showed that the higher the workload, the lower the relationships between HRI fluency and its outcomes. The study findings are discussed within the theoretical framework of the Job Demands-Control-Support model.

Perceived organizational support and organizational citizenship behavior-A study of the moderating effect of volunteer participation motivation, and cross-level effect of transformational leadership and organizational climate

The purpose of this study is to examine the relationship between perceived organizational support and organizational citizenship behavior, and to explore the moderating effect of volunteer participation motivation on the relationship between the variables, as well as the cross-level effect of transformational leadership and organizational climate. In this study, the front-liners of Taiwan's National Immigration Agency were the study subjects. A total of 289 employee questionnaires were filled out and returned. It was found that employees' POS had a positive effect on OCB, while volunteer participation motivation had a moderating effect on the relationships between the variables. Furthermore, transformational leadership and organizational climate were found to have a cross-level effect on enhancing employees' POS, boosting their motivation to volunteer, and triggering more OCB in employees. The results of this study provide the organization with development measures to encourage its employees to convey more OCB, and improve their service performance. Moreover, based on research evidence that an organization encourages employees to actively participate in voluntary work, and should promote cooperation between the employees and the public by enhancing their sense of public responsibility, improving their services to the public, creating a harmonious work climate for the employees, and offering more opportunities for the public to engage with the employees.

Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes

Building on attribution theory, this study applied regression analysis and explored the double-edged sword effect of leader self-sacrifice behavior on employee work outcomes, thus revealing the potential negative impacts of such behavior. Specifically, when leadership self-sacrifice was met with low employee authenticity attribution, we found that employees tended to perceive leadership as hypocritical, thus reducing their organizational citizenship behavior. By contrast, when leaders' self-sacrifice behavior was met with high employee authenticity attribution, employees tended to trust the leader and improve their task performance. Given these findings, we challenge the general scholarly consensus on leadership self-sacrifice behavior, enrich the current literature on leadership self-sacrifice, and emphasize the important role of employee attribution in the relevant leadership process.

The integrated effects of leader-member exchange social comparison on job performance and OCB in the Chinese context

Although it has been long recognized that leader-member exchange social comparison (LMXSC) has critical implications for employee productivity, little attention has been given to systematically exploring the effects of LMXSC on employee performance in a specific cultural context. Integrating social exchange theory with social comparison theory, we examine a dual process model to explain how and when LMXSC affects employee performance outcomes in the Chinese context. Results based on multiphase, multisource data from China revealed that the mediating roles of employees' perceived obligation toward the leader and self-esteem are examined simultaneously in the relationship between LMXSC and job performance and organizational citizenship behavior (OCB). Additionally, guanxi strengthens the connection between LMXSC and perceived obligation, while Zhongyong thinking erodes the connection between LMXSC and self-esteem. Taken together, these findings enhance our understanding of LMXSC in China.

The role of organizational citizenship behavior and patriotism in sustaining public health employees' performance

Employee performance during health crises is currently one of the most alarming global concerns. Owing to its significance, scholars assessed factors that improve such performance. However, such improvements in performance require public health employees' discretionary behavior. We investigate the impact of organizational citizenship behavior and patriotism on employee performance, shifting the focus of the healthcare industry's employee performance conversation to how it can be sustained. We used cross-section data from 541 Chinese public health employees who made up the final sample in this study, which has been shown to be appropriate for investigations utilizing a quantitative method. The results of our empirical analysis demonstrate that organizational citizenship behavior positively contributes to sustaining employee performance. We found the same to be true about the positive mediating effect of patriotism on the aforementioned relationship. The findings offer insights into how a country's performance at both local and international levels propels and sustains the job performance of its citizenry. Thus, governments should be more efficient and ensure they maintain a robust institutional environment. This study provides theoretical and empirical evidence based on a research survey of the roles of organizational citizenship behavior and patriotism that sustain employee performance in China's public health sector, in particular during health crises.

Impact of perceived supervisor support and leader-member exchange on employees' intention to leave in public sector museums: A parallel mediation approach

High staff turnover in certain public sector organizations in Pakistan is a challenging problem, and organizations strive to reduce this issue using different mechanisms. Therefore, this research investigates the parallel mediation impact of perceived organizational support (POS) and organizational citizenship behavior (OCB) on the relationships among perceived supervisor support (PSS), leader-member exchange (LMX), and employee's intention to leave (IL). Data were collected from 482 employees working in public sector museums in Pakistan in three waves. Structural equation modeling (SEM) with a two-step approach was used to evaluate the data. The research found that both POS and OCB mediate the negative relationship between PSS and IL and between LMX and IL in a parallel mediation mechanism. Public sector museums should focus on providing visible supervisory support and develop a healthy work environment where the exchange relationship between supervisors and subordinates strengthens to reduce the possibility of the employee's leave intentions.

Job Involvement as a Mediating Factor Between Empowerment and Organizational Citizenship Behavior Among Clinical Instructors at Nursing Technical Institutes

Introduction

Empowerment is an important motivator for clinical instructors to develop organizational citizenship behaviors. Job engagement may serve as a moderator, amplifying the impact of empowerment on organizational citizenship behavior.

Objective

This study examines the effect of job participation as a mediator between empowerment and organizational citizenship behavior among clinical teachers at nursing technical institutes.

Methods

This cross-sectional analytical study was performed on a convenience sample of 161 clinical instructors from six technical nursing institutes connected with five Egyptian Universities. For data collection, a self-administered questionnaire, including measures for assessing job engagement, empowerment, and citizenship behavior, was employed. This ran till November 2019, starting in June.

Results

Most clinical instructors had a high level of job involvement (82%), 72.0% had high empowerment score, and 55.3% had high citizenship behavior. Empowerment, job involvement, and citizenship scores were positively correlated. The female gender predicted empowerment positively. The workplace was also a powerful predictor of job engagement and empowerment ratings. Importantly mediated the link between empowerment and citizenship behavior was occupational engagement.

Conclusions

Employment participation was a crucial moderator of the link between autonomy and citizenship behavior. The nursing institutes' administration needs to empower clinical instructors with more autonomy and participation in decision making through psychological support and fair salaries. It is proposed that an additional study be conducted to assess the efficacy of empowerment initiatives as a pathway to job engagement, resulting in higher civic behavior among clinical instructors.

"Same same" but different? Exploring the impact of perceived organizational support at the school and teacher levels on teachers' job engagement and organizational citizenship behavior

All countries in the world are currently trying to implement educational reform, which increases the additional workload of teachers. It is more important to discuss how to inspire teachers' enthusiasm for educational reform from the perspective of organizational support (OS). Previous research on OS was limited to perceived organizational support (POS), but in recent years group-level OS has been considered the most promising. There is no study comparing POS and group-level OS in education, and therefore this study explored the relationships between OS, job engagement (JE) and organizational citizenship behavior (OCB) in an educational context. In particular, OS was examined at the individual-level (POS) and the aggregated group-level (school organizational support, SOS). Analysis was performed using structural equation modeling (SEM) at both single and multiple levels. SEM results showed direct and positive relationships of individual-level POS with both JE and OCB. Moreover, JE is directly and positively related to OCB and plays the partial mediating role of the indirect and positive impact of POS on OCB. Multilevel structural equation modeling (MSEM) analysis revealed direct and positive relationships of SOS with teachers' JE, which was directly and positively related to their OCB. While SOS had no significant positive relationship with OCB, it did have a positive impact on OCB through the mediation of JE. Comparison between SEM and MSEM results revealed the change in effect of OS on OCB from significant to insignificant, thus implying full mediation effect of JE when SOS is considered.

Leadership Development: Exploring Relational Leadership Implications in Healthcare Organizations

(1) Background: Relational Leadership Theory (RLT) has been gaining rising attention for the past 20 years with studies investigating multiple implications and practices of relationships within organizations. Yet, less attention has been given in healthcare settings. By virtue of the emerging need to move beyond exploring the quality of relationships and to move towards the exploitation of relational dynamics that influence leadership development in healthcare organizations, this study explores both the dyad relationships and the context in which those occur. With recent attention directed to the implementation of human-centered practices and the creation of effective networks to bring desired results, RLT is called on to advance this agenda within healthcare organizations. (2) Material and Methods: Research articles that examined leadership theories over the past thirty years were selected from computerized databases and manual searches. (3) Results: It is argued that the way and context in which relationships are formed between leaders and members is a social process that, in turn, shapes the effectiveness of the management of those organizations. Leadership is not rank-it is the relationship with the relational dynamics that play in the same context, creating evolutionary organizational processes. (4) Conclusions: This paper challenges leadership theory one step further. Exploring an organization through relational leadership theory is much like wearing the lens of 'cause and effect' in leadership behavioral studies. Therefore, this study contributes to this direction with a robust co-examination of relational dynamics that take place in the healthcare sector, showcasing a broader framework in which relational leadership is germinated and influences its outcomes.

The New and Key Roles for Psychological Contract Status and Engagement in Predicting Various Performance Behaviors of Nurses

The study examines the impact of the psychological contract (PC), including the often-studied PC breach in addition to the novel approach of PC status, as predictors of performance among nurses, mediated by engagement, job satisfaction, and psychological distress. A sample of 177 nurses and midwives from a medium to a large hospital in Australia completed a self-report questionnaire. Structural equation modelling was used to determine associations between the predictors (i.e., negative affectivity (NA), PC breach, PC status)), mediating variables (i.e., engagement, job satisfaction, and psychological distress), and three types of performance behaviors: organizational citizenship behavior for the individual, for the organization (OCBI, OCBO) and in-role behavior (IRB) simultaneously. Specifically, psychological contract status positively predicted engagement, whereas breach negatively predicted engagement and positively predicted job satisfaction. NA positively predicted distress, and distress negatively predicted OCBO and IRB. Lastly, engagement positively predicted job satisfaction, OCBI, OCBO, and IRB. The findings indicate that psychological contract status may predict engagement (and in turn, performance) over and above psychological contract breach, and thus this novel construct should be examined further. The importance of engagement for predicting the performance behaviors and mental health of nurses may also offer new insights.

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 Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

Purpose

Drawing on social exchange theory and attribution theory, this study aims to explore the influencing mechanism of paradoxical leadership on organizational citizenship behavior.

Participants and Methods

According to the research purpose, this study selects enterprises in the manufacturing, financial and high-tech industries in Shandong Province as the research objects, and collects data on the leaders and employees of the human resources departments and marketing departments in the enterprises. Data were collected from 77 leaders and 473 employees in China by a two-wave questionnaire survey. Hierarchical regression analysis and structural equation model approach were employed to test hypotheses.

Results

This study found that perceived insider status and psychological entitlement play mediating roles about paradoxical leadership and organizational citizenship behavior; Collectivism moderates the relationship between paradoxical leadership and perceived insider status, and moderates the positive mediating role played by perceived insider status in the relationship of paradoxical leadership and organizational citizenship behavior; Leader-member exchange differentiation moderates the relationship about paradoxical leadership and psychological entitlement, and moderates negative mediating role played by psychological entitlement in the relationship of paradoxical leadership's and organizational citizenship behavior.

Conclusion

The findings of this study offer guidance for managers to better undermine the negative effects of paradoxical leadership, and improve organizational citizenship behavior.

Innovations

First, this study extends the literature on paradoxical leadership by verifying the double-edged sword effect of paradoxical leadership to organizational citizenship behavior. Second, this study enriches one's understanding of the "black box" underlying the link between paradoxical leadership and its consequences by demonstrating the mediating roles of perceived insider status and psychological entitlement. Third, by verifying the moderating roles of collectivism and leader-member exchange differentiation, this study provides insights into the boundary conditions of the impact of paradoxical leadership.

The Health Cost of Organizational Citizenship Behavior: Does Health-Promoting Leadership Matter?

Previous research has mainly focused on the positive effects of organizational citizenship behavior (OCB). This study questions the positive impact of OCB, arguing that there is a health cost of OCB. Based on the conservation of resource theory, this study expects that OCB triggers citizenship fatigue, which, in turn, negatively affects employees' health and results in health complaints. This study also seeks to find a moderator (health-promoting leadership) that could mitigate the negative effects of citizenship fatigue (caused by engaging in OCB) on health complaints. To test our predictions, we collected three-wave data from 207 leader-subordinate dyads. The results of regression analyses show that OCB is positively related to employees' health complaints, which is mediated by citizenship fatigue. Health-promoting leadership weakens the positive relationship between citizenship fatigue and health complaints, thus negatively moderating the indirect relationship between OCB and health complaints via citizenship fatigue. This study provides theoretical and practical implications for future research directions.

Effects of Ambidextrous Leadership on Employees' Work Behavior: The Mediating Role of Psychological Empowerment

The complexity of today's organizational environment increasingly requires leaders to think in a dynamic and flexible way to resolve contradictory issues. This study explored and compared the effects of servant leadership and authoritarian leadership on employees' work behavior from the perspectives of ambidextrous leadership theory and social exchange theory, and further examined the mediating role of psychological empowerment. In this study, 315 employees from state-owned communication companies in Shandong and Zhejiang Provinces in China were selected as subjects, and path analysis was used to test the hypotheses. The results showed that servant leadership positively predicted organizational citizenship behavior and task performance. While authoritarian leadership negatively predicted organizational citizenship behavior and positively predicted task performance, psychological empowerment mediated the relationship between the two leadership styles and organizational citizenship behavior and task performance. Moreover, psychological empowerment and organizational citizenship behavior played a multiple mediating role between the two leadership styles and task performance. The theoretical implications of these findings for advancing the ambidextrous leadership theory in Chinese organizational contexts and practical approaches for corporate managers to effectively use ambidextrous leadership style were discussed.

Toward Perceived Sustainable Employability: Capabilities of Secondary School Teachers in a South African Context

This study aimed to identify the capabilities of secondary school teachers - valued aspects of work that are enabled and can be realized - and investigate the effects of these capabilities on three functionings: flourishing at work, organizational citizenship behavior, and intention to leave. A convenience sample of secondary school teachers (N = 144) in the Gauteng province in South Africa participated in the study. The teachers responded to the Capability Set for Work Questionnaire, Flourishing-at-Work Scale - Short Form, Organizational Citizenship Behavior Questionnaire, and Intention to Leave Scale. The results showed that three capabilities were most likely to form part of the capability set of teachers: using knowledge and skills, building and maintaining meaningful relationships at work, and contributing to something valuable. Capabilities least likely to form part of the capability set included having a good income, involvement in important decisions, and developing knowledge and skills. The capability set was a strong predictor of emotional, psychological, and social well-being, and a moderate predictor of organizational citizenship behavior and intention to leave. A capability set for work, rather than single work capabilities, seemed to be critical for the sustainable employability of secondary school teachers.

Impact of Psychological capital on Organizational citizenship behavior among nurses: Mediating effect of work engagement

AIMS

To examine relationships between psychological capital, work engagement and organizational citizenship behavior among nurses.

BACKGROUND

Psychological capital, work engagement and organizational citizenship behavior are all positive variables associated with work. Clarifying the relationship between the variables can help nursing managers implement tailored and effective intervention strategies to improve individual and organizational performance and quality of care. Design A quantitative cross-sectional study was designed.

METHODS

The study was carried out from June 2021 to September 2021 in Sichuan Province, China. A total of 606 nurses working at six tertiary hospitals were selected with convenience sampling. Participants were investigated using demographic, work-related information questionnaire, Psychological Capital questionnaire, Utrecht Work engagement scale and Organizational citizenship behavior questionnaire.

RESULTS

The scores of psychological capital, work engagement and organizational citizenship behavior were 102.56 ± 15.47, 67.96 ± 21.71 101.57 ± 11.57, respectively. The multiple linear regression model explained 7.3% of the total variance in organizational citizenship behavior related to demographic and work-related factors. There was a significant positive correlation between psychological capital, work engagement and nurses' organizational citizenship behavior. Additionally, structural equation modelling showed that work engagement mediated the relationship between psychological capital and organizational citizenship behavior with the partial mediating effect was 0.093. The final model explained 28% of organizational citizenship behavior.

CONCLUSION

Our results suggest that both psychological capital and work engagement are facilitators for organizational citizenship behavior in nurses. Managers can increase nurses' organizational citizenship behavior through developing psychological capital and improving the work engagement. Implications for Nursing Management This study indicates that both psychological capital and work engagement are protective factors of organizational citizenship behavior, which provide proof for optimizing human resources management from a positive psychology perspective. Our finding can help managers correctly understand the mechanism of the relationship among work engagement, psychological capital and organizational citizenship behavior, and adopt effective intervention strategies to promote nurses' organizational citizenship behavior.

A New Concept of Work Engagement Theory in Cognitive Engagement, Emotional Engagement, and Physical Engagement

The concept of work engagement (WE) has aroused the interest of many scholars. However, there has been limited academic research in examining how authentic leadership (AL) can influence WE, which consequently influences organizational citizenship behavior (OCB) and task performance (TP). In particular, this study divides WE into cognitive engagement, emotional engagement, and physical engagement to fully reflect the engagement theory. This study introduces three dimensions of WE and tests the theoretical model to validate cognitive engagement, emotional engagement, and physical engagement. Empirical testing using a survey of 151 employees of retail travel agencies in Taiwan revealed that the AL can influence cognitive engagement, emotional engagement, and physical engagement, and also OCB and TP. These analysis results can assist vendors to implement OCB and TP through WE and AL.

Is Anyone Else Feeling Completely Nonessential? Meaningful Work, Identification, Job Insecurity, and Online Organizational Behavior during a Lockdown in The Netherlands

COVID-19 has affected employees worldwide, and in many countries, governments have used lockdowns to control the pandemic. In some countries, employees were divided into essential and nonessential workers. A survey among Dutch employees (N = 408) investigated how a lockdown in response to the pandemic affected work perceptions. The study found that employees who were not working during lockdown, or whose work hours were reduced sharply, perceived their job as contributing less to the greater good, identified less strongly with their organization, and experienced more job insecurity compared with those who retained a large percentage of their work activities. The longer employees were in lockdown, the weaker their greater-good motivations and the more job insecurity. Furthermore, identification with colleagues and perception of positive meaning in one's job were significant predictors of online organizational citizenship behavior directed at other individuals (OCB-I), whereas organizational identification predicted such behavior directed at the organization (OCB-O). Moreover, indicative of a job preservation motive, increased job insecurity was related to more online OCB-O, and more deviant online behaviors directed at others in the form of cyberostracism and cyberincivility. We further discuss practical lessons for future lockdowns to minimize negative consequences for organizations and employees.

The impact of clinical nurses' perception of hospital ethical climates on their organizational citizenship behavior: A cross-sectional questionnaire survey

BACKGROUND

As the main force in the development of healthcare, nurses have the longest contact time with patients in clinical practice, their perception of the hospital ethical climates affecting nurses' attitudes and related ethical issues. hospital ethical climates have become an essential environmental factor for nurses to make and implement ethical decisions.

OBJECTIVE

This study aims to investigate the current status of nurses' perception of the hospital ethical climates and the nurses' organizational citizenship behavior, exploring the impact of the nurse's perception of the hospital ethical climates on the nurses' organizational citizenship behavior.

METHODS

A cross-sectional survey adopted, random sampling and cluster sampling were used to select 624 nurses from August 2019 to February 2020. The hospital ethical climate scale and organizational citizenship behavior scale were used as the questionnaire. The data was analyzed by SPSS 21.0 software. On-the-job clinical nurses who had been employed in the hospital for more than 1 year were eligible. Nurses who were administratively punished by the hospital or health administrative authorities were excluded.

RESULTS

The average scores of hospital ethical climates were 4.30 (standard deviation: 0.44), with organizational citizenship behavior 4.42 (standard deviation: 0.42). The correlation coefficient between nurses' perception of hospital ethical climates and organizational citizenship behavior was 0.359 (P < .01). Nurses' perception of the relationship between managers, patients and nurses could explain 23.1% of altruistic toward colleagues; Nurses' perception of the relationship between nurses, hospital, doctors could explain 21.2% of organizational identification. Nurses' perception of the relationship between hospital, nurses and doctors could explain 12.3% of conscientiousness; Nurses' perception of the relationship between managers, doctors could explain 7.6% of interpersonal harmony. Nurses' perception of the relationship between managers, nurses and doctors could explain 6.6% of protection company resources.

CONCLUSION

There is a correlation between nurses' perceptions of hospital ethical climate and organizational citizenship behavior, nurses' perceptions of hospital ethical climate influencing nurses' organizational citizenship behavior in different ways. Managers should focus on the changes of nurses' perception of hospital ethical climates, to promote the nurse to make more beneficial behavior to the organization.

The Moderation of Perceived Comfort and Relations with Patients in the Relationship between Secure Workplace Attachment and Organizational Citizenship Behaviors in Elderly Facilities Staff

This study focuses on caregivers who work in residential facilities (RFs) for the elderly, and specifically on their organizational citizenship behaviors (OCBs) in relation to their interaction respectively with the overall context (workplace attachment dimension), the spatial-physical environment (perceived environmental comfort), and the social environment (relationship with patients). A sample of health care workers (medical or health care specialists, nurses, and office employees, n = 129) compiled a self-report paper-pencil questionnaire, which included scales measuring the study variables. The research hypotheses included secure workplace attachment style as independent variable, OCBs as the dependent variable, and perceived comfort and relations with patients as moderators. Results showed that both secure workplace attachment and perceived comfort promote OCBs, but the latter counts especially as a compensation of an insecure workplace attachment. As expected, difficult relationships with patients hinder the relationship between secure workplace attachment style and OCBs. In sum, our study highlights the importance of the joint consideration of the psychological, social, and environmental dimensions for fostering positive behaviors in caregivers employed in elderly care settings.

Regional Workshop for Policy Implementation Based on the Stay with Your Community Principles

A co-author of this paper had previously presented the principle of "Stay with Your Community" as a method of countermeasures against COVID-19 infection spread and have been working on its social implementation. This case study paper presents an example of activities to spread the Stay with Your Community principle to citizens and visitors in Shimoda City, Shizuoka Prefecture, in order to control the spread of COVID-19 infection. As a result, the infection cluster was successfully controlled. The authors discuss the effect of the regional workshop as a key to open the way to Organizational Citizenship Behavior of participants.

The Power of Family Support: The Long-Term Effect of Pre-COVID-19 Family Support on Mid-COVID-19 Work Outcomes

While COVID-19 has triggered a vast amount of research on the effect of the pandemic on employee outcomes, little information is known about how the family-to-work interface affects long-term work outcomes during the pandemic. Drawing on the work–home resources model, this study proposes that family support provided before the onset of COVID-19 has a positive indirect effect on job performance and organizational citizenship behavior (OCB) after the onset, by decreasing emotional exhaustion. To test this proposition, we collected two-wave data from 211 South Korean employees over a 17-month period. As predicted, after controlling for employees’ pre-COVID-19 emotional exhaustion, job performance, and OCB, pre-COVID-19 family support was found to exert a significant indirect effect on mid-COVID-19 job performance (b = 0.024, 95% CI = [0.003, 0.071], ab_cs = 0.027) and OCB (b = 0.031, 95% CI = [0.001, 0.084], ab_cs = 0.033), through mid-COVID-19 emotional exhaustion. This finding suggests that family support has a positive longitudinal effect on work outcomes for employees during the pandemic.

The Role of Organizational Citizenship Behavior and Gender between Job Satisfaction and Task Performance

Job satisfaction (JS) is an indicator of individual psychosocial health. Consistent evidence showed that voluntary extra-role behavior in organizations, namely organizational citizenship behavior (OCB), can also contribute to individual psychological health. JS has been found to positively influence employees' OCB, and both JS and OCB have been found to predict employees' task performance (TP). The purpose of this study was to investigate whether employees' OCB mediates the relationship of JS with TP, taking into consideration gender as a potential moderator, and other sociodemographic and work-related characteristics as confounding variables. A total of 518 employees, 54.6% women, aged 19-66 years with a mean age of about 36 years, completed measures of JS, OCB, and TP. Results showed a partial mediation of OCB in the JS-TP relationship, which was invariant across gender. A potential practical implication of findings is that human resource managers and practitioners might ultimately benefit male and female employees' well-being as well as the organizations' productivity by developing targeted individual- and group-level trainings and interventions to enhance JS and OCB.

Improving Millennial Employees' OCB: A Multilevel Mediated and Moderated Model of Ethical Leadership

In the field of organizational behavior, the influence of leadership in organizations and the organizational citizenship behavior (OCB) of employees have always been two hot topics studied by scholars. However, previous studies have mainly examined the OCB of baby boomers and Generation Xers. With millennials now entering the workforce, they will highly likely not take the initiative to engage in OCB due to their different values. Scholars have found that millennials respond well to ethical leadership. Although this statement has a theoretical basis, empirical research regarding this topic is still insufficient. Thus, this study explores whether ethical leadership can effectively promote millennials' OCB. Moreover, the mediating effect of group-level ethical climate and individual-level affective well-being, and the moderating effect of individual-level moral identity, were examined. The study hypotheses were verified based on 384 valid questionnaires collected from 61 teams using Mplus 8.3. The results showed that (1) ethical leadership was a positive predictor of millennials' OCB; (2) ethical climate and affective well-being partially mediated the relationship between ethical leadership and OCB; and (3) moral identity moderated the relationship between ethical leadership and affective well-being and the indirect impact of ethical leadership on OCB. These findings provide empirical support for applying social learning theory, social information processing theory, and conservation of resources (COR)theory. This research also provides several managerial implications through which managers can more effectively improve the OCB of millennial employees.

Why and When Do Good Soldiers Behave Unethically? Introducing Conservation of Resources Theory to Explain the Curvilinear Effects of Organizational Citizenship Behavior

Previous research about organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) has produced contradictory results. Drawing from the conservation of resources (COR) theory, the present study tries to explain the contradictory findings by examining the curvilinear relationship between OCB and CWB. Using data collected at three time points from 426 employees and 110 supervisors in Chinese companies, data analysis shows that OCB has an inverted U-shaped relationship with CWB. The results also demonstrate that citizenship fatigue mediates the relationship between OCB and CWB, perceived organizational support (POS) moderates the relationship between OCB and citizenship fatigue. In addition, POS moderates the mediating effect of citizenship fatigue in the inverted U-shaped curvilinear relationship between OCB and CWB. This mediating effect is stronger under conditions of low POS than high POS. The findings present a complementary explanation of the conflicting relationships between OCB and CWB.

The Relationship Between Perceived Corporate Social Responsibility and Employee-Related Outcomes: A Meta-Analysis

Although there is much research on the relationships of corporate social responsibility and employee-related outcomes, a systematic and quantitative integration of research findings is needed to substantiate and broaden our knowledge. A meta-analysis allows the comparison of the relations of different types of CSR on several different outcomes, for example to learn what type of CSR is most important to employees. From a theoretical perspective, social identity theory is the most prominent theoretical approach in CSR research, so we aim to investigate identification as a mediator of the relationship between CSR and employee-related outcomes in a meta-analytical mediation model. This meta-analysis synthesizes research findings on the relationship between employees' perception of CSR (people, planet, and profit) and employee-related outcomes (identification, engagement, organizational attractiveness, turnover (intentions), OCB, commitment, and job satisfaction), thereby distinguishing attitudes and behavior. A total of 143 studies (N = 89,396) were included in the meta-analysis which was conducted according to the methods by Schmidt and Hunter (except of the meta-analytical structural equation model). Mean effect sizes for the relationship between CSR and employee-related attitudes and behaviors were medium-sized to large. For attitudes, the relationships were stronger than for behavior. For specific types of CSR, average effect sizes were large. Identification mediated the relation between CSR and commitment, job satisfaction, and OCB, respectively. Based on our results, we give recommendations concerning the design of CSR initiatives in a way that benefits employees.

The Relationship Between K-Workers' Leader-Member Exchange, Organizational Citizenship Behavior and Task Performance-Evidence From Chinese Hospitals

Aiming to reduce the difficulty of managing and motivating knowledge workers (k-workers), and promote the psychological well-being of them in Chinese hospitals, this study examines how k-workers’ leader–member exchange (LMX) influences their task performance and the mediation effect of organizational citizenship behavior (OCB). Through a self-administered survey, valid questionnaires were collected from 384 k-workers in Chinese hospitals, and partial least squares structural equation modeling was employed for data analysis. The findings show that LMX is positively related to OCB and task performance, and that OCB mediates the relationship between LMX and task performance. This research has theoretical implications and also provides practical suggestions on how to manage, motivate, and inspire k-workers, and promote the psychological well-being of them, and finally enhance the organizational performance in Chinese hospitals.

A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

In an increasingly competitive work world, managers-whose links with subordinates, and their perceptions thereof, are critical components in that relationship-need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

Relationships between Employees' Identifications and Citizenship Behavior in Work Groups: The Role of the Regularity and Intensity of Interactions

This paper explores the relationships of various employees’ identifications (personal, interpersonal, micro-group, group and organizational) in their two components (cognitive and affective) with two dimensions of organizational citizenship behavior (OCB): offering quality ideas and suggestions, and providing help and support within small work groups. Two studies were conducted in Russia on two respective samples: (1) employees of commercial enterprises (N = 183) characterized by a relatively high regularity and intensity of within-group interactions; and (2) the academic staff of higher education institutions (N = 157), which typically have relatively less regular, low-intensity within-group interactions. The research employed four questionnaires to assess the participants’ identifications in both of their components. In addition, managers in the respective organizations filled out an organizational communicativeness questionnaire and a two-factor OCB assessment instrument. It was found that the relationships between (a) particular identifications and (b) the ratio of group identification to other identifications, on the one hand, and OCB, on the other, depend on the degree of regularity of within-group interactions, as well as on the identification components. Organizational communicativeness did not moderate the relationship between identifications and OCB, but was significantly positively correlated with both OCB dimensions. The theoretical and practical implications of the study findings are discussed.

Ethical Leadership and Organizational Citizenship Behavior: Mediation of Trust and Psychological Well-Being

PURPOSE

Nurses' behaviors are largely influenced by their managers' leadership style. The relationships between ethical leadership, trust, psychological well-being, and organizational citizenship behaviors have rarely been investigated in nursing studies. The current study attempted to examine the relationships between perceived ethical leadership, trust, psychological health, and nurses' organizational citizenship behaviors towards their patients in the context of Chinese hospitals.

METHODS

This research adopted a cross-sectional research design. Participants were 495 nurses solicited from six hospitals in China. Hayes's PROCESS and SPSS 22 were employed to analyze the data.

RESULTS

This study demonstrated ethical leadership perceived by nurses is positively associated with trust in management and psychological well-being. Trust in management is also positively associated with nurses' organizational citizenship behaviors. The indirect effects of perceived ethical leadership on organizational citizenship behaviors through trust in management and psychological well-being were statically significant.

CONCLUSION

This study adds value to the literature by revealing ethical leadership boosts nurses' trust in leadership and their psychological well-being, resulting in more organizational citizenship behaviors towards patients in the context of the Chinese hospitals. It is suggested that the hospital management creates an environment in which all members are treated fairly to boost nurses' psychological health and improve their service quality toward patients' satisfaction.

A Multi-Method Approach

Ample experimental evidence shows that negative gossip fosters cooperation in groups by increasing individuals' reputational concerns. However, recent field studies showed that negative gossip decreases organizational citizenship behavior (OCB) among its targets (i.e., people whom gossip is about). Bridging these findings, we study the role of social inclusion in explaining how negative gossip affects targets' engagement in OCB. Based on social exchange theory, we predict that targets of negative gossip experience low social inclusion. In turn, we propose that low social inclusion leads to low OCB of gossip targets. Results of three studies, a correlational study (N = 563), a laboratory experiment (N = 85), and an online scenario experiment (N = 597), showed that being the target of negative gossip reduced social inclusion and indirectly decreased OCBs. Our multi-method approach bridges findings from research conducted in organizations and in laboratory experiments and offers a more nuanced understanding of the effects of negative gossip on targets' behavior. We show that due to its detrimental effect on targets' social inclusion, negative gossip may not be as effective for enabling sustainable cooperation as experimental studies claim it to be.

Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff-predominantly male (95%) and with an average age of 30 years-working on Technical and Vocational Education and Training (TVET) for Pakistan's public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees' organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.