Associations among altruism, burnout dimensions, and organizational citizenship behaviour

Most studies of burnout have focused on lack of resources, prevalence of burnout, and negative outcomes. In contrast, this study examined the relationships among altruism, burnout and a positive outcome, namely, the engagement in organizational citizenship behaviour. Web questionnaires were distributed to employees in three professional organizations. The results from the 178 respondents indicated that altruism is related to organizational citizenship behaviour. Of the three dimensions of burnout, only reduced personal accomplishment was (negatively) associated with engagement in organizational citizenship behaviours. Implications of the results are discussed and directions for future research are offered.     

Unravelling the relationship between role overload and organizational citizenship behaviour: A test of mediating and moderating effects

Building on the conservation of resources theory and self-determination theory, the present study develops and tests a moderated mediation model of organizational citizenship behaviour, in which a) emotional exhaustion serves as a mediating mechanism linking role overload with organizational citizenship behaviour, and b) supervisor autonomy support moderates the relationship between role overload and organizational citizenship behaviour through emotional exhaustion. Results of a time-lagged study of 144 workers from various Canadian organizations provided support for the hypothesized model: supervisor autonomy support buffered a negative effect of role overload on emotional exhaustion and, indirectly, organizational citizenship behaviour. This research sheds light on the intervening variables that may explain the relationship between challenge stressors and extra-role behaviours. It also provides information on managerial practices that may protect employees’ optimal functioning against an excessive workload.     

企业环境下个人获取知识和输出知识能力对组织公民行为影响的研究

很多研究者关注企业组织环境下个体如何获取和输出知识、以及个体获取和输出知识与其前因和结果的关系,但是,这些研究至少在以下两方面有待进一步完善:一是未考察个体获取和输出知识对组织公民行为的作用机制,二是鲜有研究将获取知识和输出知识同时纳入研究范畴中。本研究的目的正是希望针对以上问题,考察企业环境中个体获取知识能力和输出知识能力对于组织公民行为的影响机制。对216个样本的实证研究结果表明,个人获取知识能力能够提升个人组织公民行为,而且这种影响是通过输出知识能力的完全中介作用实现的。本研究结果不仅丰富了个体学习和组织学习的相关理论,而且为企业推动组织学习提供了新的思路:企业管理实践中,只有在组织中对人们"获取知识"和"输出知识"齐抓共管,才能更好地促进个体组织公民行为,更好地建设学习型组织,推动组织的可持续生存和健康和谐发展。     

The Identity‐Matching Principle: Corporate and Organizational Identification in a Franchising System*

This paper examines corporate and organizational identification in franchisee organizations from the perspective of the social identity approach. We propose the identity‐matching principle (IMP) as a heuristic for understanding and predicting the different effects of nested identifications. According to the IMP, when identifications and relevant behavioural or attitudinal outcomes address the same level of categorization, their relationship will be stronger. A study is presented with employees (n=281) matched to managers (n=101). Supporting the IMP, organizational identification (but not corporate identification) predicted customer‐oriented behaviour on the level of the local organization, whereas corporate identification (but not organizational identification) predicted attitude toward corporate citizenship behaviour. Furthermore, multilevel analyses showed that these relationships were enhanced in organizations where managers displayed the respective behaviours themselves to a greater extent. Implications for theorizing about leadership and organizational attachments are discussed alongside recommendations for organizational practitioners.     

Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator

Perceived organizational support (POS) is viewed as an important explanatory framework for understanding the relationship between employees and the workplace, and is regarded by some researchers as central in understanding job-related attitudes and behaviors of employees. However, less research has taken into account the role of organizational identification, which reflects how individuals define the self with respect to their organization, as a potential influence on such relationships. Drawing on a cross-organizational sample of 238 subordinate-supervisor dyads from the People’s Republic of China, we examined whether organizational identification mediates the effect of perceived organizational support (POS) on work outcomes including turnover intentions, work performance, and organizational citizenship behavior (OCB). Results from the current study showed that organizational identification fully mediates the relation of POS to OCB-directed to individuals, and partially mediates relations between POS and other work outcomes (turnover intention, work performance, OCB-directed to organization). Implications for management theory and practice are discussed.     

拒绝职场边缘化:模型与检验

初入职场,大学生员工希望被组织接纳而不是被边缘化。本文试图建模表现在如同"政治舞台"的职场中员工努力避免被边缘化的过程。为达到以上研究目标,执行了两项研究:预研究在国务院11个部委机关的公务员群体中收集数据,开发了职场边缘化的测量工具;主研究对16家制造型企业中的343个员工、662个同事及343个直接领导的配对数据进行实证分析,发现员工工作绩效、公民行为以及与上司的私人关系(Guanxi)与职场边缘化之间呈负向关联。相对而言,在政治氛围淡漠的企业中,上司关系与职场边缘化之间的负向关联更强。     

孵化互动、专用性人力资本和在孵企业成功毕业

基于合作生产理论,本文以307个新创在孵企业为样本,构建生存模型研究孵化互动介入模式和创业专用性人力资本对在孵企业成功毕业的影响。研究发现,行业专用性人力资本、创业家庭背景促成了创业成功,而创业经历对创业成功没有显著影响。同时,孵化互动在促成在孵企业成功毕业方面的调节作用则表现出很大的异质性:孵化互动模式Ⅳ和Ⅴ对行业专用性人力资本有促进性调节作用,而所有孵化互动模式对家庭背景的存在都有抑制性调节作用,但是孵化互动模式对创业经历没有显著的影响。这说明,对于包含诸多隐性成分的行业专用性知识,孵化器经理的参与意愿和介入频率是影响孵化效果的关键因素;同时,孵化互动部分替代了家庭支持的作用,降低了创业者对家庭的依赖。     

组织公民行为与员工绩效的相关性分析

组织公民行为虽然是员工的一种职责外行为,但因发生在工作过程中,从而对员工工作绩效有一定的影响。通过以“利于组织”和“利于他人”2种行为倾向为基本维度,将组织公民行为细分为理想员工、忠诚员工、交际型员工、个性化员工4种类型。然后,实证研究得出以下结论: 组织公民行为与员工工作绩效成正相关关系;4类组织公民行为对员工绩效有不同程度的影响。     

Why and when does inclusive leadership evoke employee negative feedback-seeking behavior?

Why and when do employees respond to inclusive leadership by actively seeking negative feedback from their leaders? Beyond the perspectives proposed in previous studies, we offer a new angle based on a social identity perspective and propose that inclusive leadership increases employees' negative feedback-seeking behavior (NFSB) by facilitating employees' organizational identification. We also theorize that employees' supervisor organizational embodiment (SOE) influences the extent to which employees identify with the organization, which in turn triggers their NFSB. The results from a three-wave survey study conducted in China showed that inclusive leadership fostered employees' organizational identification, thereby facilitating employees' NFSB, and that the effect of inclusive leadership was stronger when employees’ SOE was higher. Our findings provide implications in theory and practice.     

Unfair,uncertain, and unwilling: How decision-making unfairness and unclear job tasks reduce problem-focused voice behavior,unless there is task conflict

In an attempt to expand extant literature devoted to employees' voice behavior, the current research unpacks the connection between their experience of procedural unfairness, such that organizational decision-making lacks transparency, and their problem-focused voice behavior. In this link, the authors predict that job ambiguity functions as a mediator, and coworker task conflict takes a moderating role. Survey data, collected among employees in a large Portuguese retail organization, affirm that perceptions about unfair decision policies can curtail employees’ propensities to raise their voice about organizational failures, because they develop the belief that their employer is failing to provide sufficient job-related information. If they can exchange conflicting viewpoints with others though, this detrimental process might not proceed. Organizations should take care to avoid accusations of unclear job roles, because they create a route by which frustrations about opaque decision-making can escalate into employee complacency; they also should encourage productive idea clashes within their ranks to help block that route.     

Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level

Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18,094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizational citizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not under conditions of low trust climate. Further, we found an organization's TFL climate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate.     

组织支持感与工作投入的曲线关系及其边界条件

作为一种工作资源,组织支持感是员工工作投入的重要预测变量。但是,基于社会交换理论,组织支持感也可能增加员工角色外的投入、减少对工作角色的投入。在一定条件下,组织支持感与工作投入可能存在非线性的关系。采用302名证券行业员工问卷,考察组织支持感与工作投入的曲线关系,进一步探索情感承诺对该曲线关系的调节作用。在检验共同方法偏差的基础上,采用多项式回归对研究假设进行检验。研究结果表明,在控制员工的情感承诺后,组织支持感与工作投入呈显著U形曲线关系。情感承诺显著调节组织支持感与工作投入的曲线关系,即情感承诺高的员工,组织支持感与工作投入呈U形曲线关系;而情感承诺低的员工,组织支持感与工作投入呈显著线性关系。总体而言,研究结果进一步支持组织支持感对工作投入潜在的负面影响,尤其是具有高情感承诺的员工其感知到的组织支持只有超过一定水平后才会对工作投入产生积极的影响。     

To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior

Despite the massive amount of transformational leadership research, the role of followers has not been well-examined in the transformational leadership literature. To understand how leader–follower interactions influence follower organizational citizenship behavior (OCB), we examined the cross-level interactions between transformational leadership and two follower personality traits (neuroticism and extraversion). Using a sample of 215 leaders and 1284 followers, results showed that follower neuroticism moderated the relationships between transformational leadership and organizational citizenship behavior directed toward other individuals (OCB-I) and toward the organization (OCB-O), such that relationships were stronger for those high in neuroticism. Further, follower extraversion moderated the relationships between transformational leadership and OCB-I and OCB-O, such that relationships were stronger for those low in extraversion. Therefore, the inspirational and developmental nature of transformational leaders can offset follower neuroticism and introversion and guide these employees to perform more OCB despite their tendencies to worry, lack confidence, and be shy and withdrawn.     

Many Hands Lighter Work? Deciphering the Relationship between Adverse Working Conditions and Organization Citizenship Behaviours in Small and Medium‐sized Enterprises during a Severe Economic Crisis

What is the relationship between adverse working conditions and employees’ organizational citizenship behaviour (OCB) in small and medium‐sized enterprises (SMEs) operating under a severe economic crisis? To address this question, a survey of 312 front‐line workers was undertaken in 62 Greek SMEs ? an instrumental setting where the current deterioration of working conditions is acute. Our contribution is twofold. First, we develop and test a scale for measuring adverse working conditions. Second, we decipher the extent to which such conditions relate to organizational and individual aspects of OCB, considering job satisfaction's mediating role. Through this research we extend the OCB literature within the context of SMEs operating under severe economic crisis and highlight the implications for managing human resources in SMEs, a sector conspicuous for its socio‐economic significance and its vulnerability during economic downturns.     

Organizational identity in acculturation in cross-border acquisitions: Implications for HRD practitioners in global M&A

The purpose of this study is to explore the role of organizational identity in acculturation, or organizational culture development, between the acquired and the acquiring organizations during a cross-border acquisition. The goal is to identify how long-term and short-term employees identify with the acquired organization, and the implications for acculturation for both groups. It is also to help identify implications for Human Resource Development Practitioners in this process. The long-term employees (more than seven years) of the acquired organization identified more strongly with the organization than the short-term (three or less years) employees in this study. The short-term employees seemed to welcome the acquiring Multinational Company (MNC), and readily adapted to their multicultural identity, while long-term employees were more concerned with maintaining the reputation of the original organization. The study provides Human Resource Development (HRD) practitioners with a better understanding of how and why organizational identity is an important aspect to consider in the acculturation process in cross-border mergers and acquisitions. It also provides insight into how to work with organizational identity with acquired organizations in integration and adaptation to the new organization by understanding the differences in organizational identity of long-term and short-term employees in India.     

Behavioural Outcomes of Psychological Contract Breach in a Non‐Western Culture: The Moderating Role of Equity Sensitivity*

This study tests the effects of psychological contract breach on several employee outcomes: workplace deviant behaviours directed at the organization (WD‐O) and its organizational members (WD‐I), in‐role performance, and organizational citizenship behaviours directed at the organization (OCB‐O) and its co‐workers (OCB‐I). It also examines the moderating effects of equity sensitivity in the relationship between breach and these outcomes. Data were collected from 162 sales executives and their direct supervisors. We found that breach was related to all behavioural outcomes. Equity sensitivity and breach also interacted in predicting OCB‐I, OCB‐O and WD‐I. The negative relationships between breach and OCB‐O and OCB‐I were stronger for employees with an outcome‐focused approach to organizational relationships than for those with an input‐focused approach. In addition, breach had stronger positive effects on WD‐I especially for those individuals who are output‐oriented compared to those who are input‐focused.     

Underestimating our influence over others at work

Employees at all organizational levels have influence over their subordinates, their colleagues, and even their bosses. But are they aware of this influence? We present evidence suggesting that employees are constrained by cognitive biases that lead them to underestimate their influence over others in the workplace. As a result of this underestimation of influence, employees may be reluctant to spearhead organizational change, discount their own role in subordinates’ performance failures, and fail to speak up in the face of wrongdoing. In addition to reviewing evidence for this bias, we propose five moderators that, when present, may reverse or attenuate the underestimation effect (namely, comparative judgments, the objectification or dehumanization of an influence target, the actual degree of influence any one influencer has, the means of influence, and culture). Finally, we offer some practical solutions to help employees more fully recognize their influence over other members of the organization.     

Organizational Identity and Employer Image: Towards a Unifying Framework*

This study aims to bridge two research streams that have evolved relatively apart from each other, namely the research streams on organizational identity and on employer branding (employer image). In particular, we posit that it is crucial to examine which factors company outsiders (applicants) as well as company insiders (employees) associate with a given employer. To this end, this study uses the instrumental–symbolic framework to study factors relating to both employer image and organizational identity of the Belgian Army. Two samples are used: a sample of 258 Army applicants and a sample of 179 military employees. Results show that both instrumental and symbolic perceived image dimensions predict applicants' attraction to the Army. Conversely, symbolic perceived identity dimensions best predict employees' identification with the Army. Results further show that employees also attach importance to outsiders' assessment of the organization (construed external image). Theoretical and practical implications for managing organizational identity and image are discussed.     

Modeling corporate citizenship and turnover intention: social identity and expectancy theories

Drawing upon the expectancy theory and social identity theory, this study proposes a model that explains how perceived corporate citizenship influences turnover intention. In the proposed model, perceived economic and legal citizenships affect turnover intention indirectly via the full mediation of career development expectation, while perceived economic, legal, ethical, and philanthropic citizenships impact turnover intention indirectly via the full mediation of organizational identification. The hypotheses of this study were empirically tested by conducting a survey on employees in the tourism industry. The empirical findings show that a firm’s corporate citizenship can provide a competitive advantage in retaining its employees by simultaneously boosting their career development expectation and organizational identification. Lastly, managerial implications and limitations of this study based on empirical results are presented for in-depth discussion.

     

Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment

This research examined the negative relationship between leader–member exchange (LMX) and organizational dehumanization (i.e., employees’ perceptions that their organization treats them like tools), and specifically the consequences of this LMX–dehumanization relationship on employees’ emotional exhaustion, affective commitment, and voice behaviors. Further, given that supervisors act as representatives of the organization, we argued that these relationships would be stronger for employees identifying their supervisor with the organization (i.e., high supervisor’s organizational embodiment). Across two samples, results showed that high-quality LMX was negatively associated with organizational dehumanization. Further, organizational dehumanization was found to mediate the relationships between LMX and outcomes (i.e., emotional exhaustion, affective commitment, and voice behaviors). Finally, the mediation model was moderated by supervisor’s organizational embodiment. More specifically, the negative effects of LMX on organizational dehumanization and its subsequent outcomes were stronger when leaders were perceived as sharing many characteristics with their organization. This research expands the recent and scarce knowledge on the determinants, boundary conditions and outcomes of organizational dehumanization. Our findings suggest that interpersonal relationships at work and, in particular, very common supervisor-related perceptions should be considered when examining organizational dehumanization.