The Impact of Transformational Leadership on Organizational Citizenship Behaviours: The Contingent Role of Public Service Motivation

In this paper we examine whether the relationship between transformational leadership and organizational citizenship behaviours (OCBs) is contingent on public service motivation (PSM). We propose that PSM may reduce the motivational influences of transformational leaders’ behaviours on followers’ OCBs in public sector organizations. Using a sample of Mexican employees we tested this proposition with structural equation modelling. Our results show that the motivational effects of transformational leadership were less for public sector followers higher in PSM than for those lower in PSM. A follow‐up study in private sector organizations did not reveal a similar interaction effect. These findings appear consistent with previous research demonstrating that PSM is more aligned to the goals and values of public rather than private sector organizations. Nevertheless, the direct effects of PSM on OCBs remained in the private sector.     

Confidence Matters: Self‐efficacy Moderates the Credit that Supervisors Give to Adaptive and Proactive Role Behaviours

In complex and uncertain work environments, employees need to not only be proficient in carrying out their core duties, but also to be adaptive (able to cope and respond to unpredictable events) and proactive (able to anticipate the situation and act in a self‐directed way) in their work roles. In this study we investigate the extent to which supervisors actually give credit to adaptive and proactive role behaviours when they judge employees’ overall job performance. Drawing on attribution theory, we propose that the extent to which these role behaviours are valued by supervisors will be enhanced by employees’ confidence for relevant role behaviours. Support for these ideas is provided using data from junior doctors and their supervisors in a hospital emergency department. Adaptive role behaviours positively influenced supervisors’ judgements of overall job performance. This relationship was stronger for employees with high self‐efficacy for achieving outcomes. Engaging in proactive role behaviours while also lacking role‐breadth self‐efficacy resulted in supervisors’ giving employees less credit for their proactive role behaviours. Findings support the argument that employees’ self‐efficacy for specific role behaviours provides attributional cues about capability that modify how adaptive and proactive role behaviours are interpreted and valued.     

劳动关系氛围和员工工作满意度:组织承诺的调节作用

本文从组织行为层次探讨劳动关系氛围与员工态度之间的关系。基于60家企业1607名员工的问卷调查,本文探讨了劳资双赢、劳资对立和员工参与三种劳动关系氛围对员工内在和外在满意度的直接影响,以及员工组织承诺在上述关系中的调节作用。研究发现,劳资双赢氛围显著地提升员工的内在和外在满意度,劳资对立氛围显著地降低员工的内在和外在满意度,员工参与氛围仅能显著提升员工的内在工作满意度。同时,员工组织承诺中的情感承诺能显著增强劳资双赢氛围对内在和外在工作满意度的积极影响,但仅能显著降低劳资对立氛围对内在工作满意度的消极影响,而对员工参与氛围的影响不具有调节作用。此外,研究还发现交易承诺不存在调节效果。     

Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?

This study examines the mediating effects of cognitive and affective trust on the relationship between follower perceptions of transformational leadership behavior and their work outcomes. Using data obtained from 318 supervisor–subordinate dyads from a manufacturing organization located in mainland China, structural equation modeling results revealed that affective trust fully mediated the relationships between transformational leadership and the work outcomes of followers, including their affective organizational commitment, organizational citizenship behaviors (OCBs), and job performance. In contrast, cognitive trust negatively mediated the relationship between transformational leadership and follower job performance, and had insignificant effects on their affective organizational commitment and organizational citizenship behaviors. These findings highlight the importance of affective trust as a mechanism which translates transformational leadership into positive work outcomes for the organization.     

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.     

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.     

Building and Leveraging Interpersonal Trust Within and Across MNE Subsidiaries: A Social Exchange Perspective

To understand how multinational enterprises (MNEs) can make the most of an integrated global workforce, we draw upon social exchange theory to examine the antecedents and consequences of interpersonal trust among co-located and cross-border employees. With data from employees of three Greater China subsidiaries of an MNE, we assess the effects of (1) social exchange variables on two forms of interpersonal trust, (2) interpersonal trust on organizational citizenship behaviors (OCBs), and (3) individualism/collectivism as a moderator. Reflecting the complex nature of interpersonal trust, our results offer mixed support for our hypotheses. On one hand, a majority of our hypotheses support our contention regarding the positive influence of social exchange in the development of interpersonal trust, and further, in the enactment of OCBs. On the other hand, some of our hypotheses were either not supported or were counter-intuitive to our propositions. With an interesting mix of results, our study highlights the complexity of the trust construct. Furthermore, in the clarification of social exchange–interpersonal trust–citizenship relationships, our study highlights the importance of individualism/collectivism as an important boundary condition.     

Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction,turnover intentions,and performance

This study examined the moderating impact of empowerment on the relationships between leader–member exchange (LMX) quality and the self-rated outcomes of job satisfaction and turnover intentions, as well as the supervisor-rated outcomes of job performance and organizational citizenship behaviors. Two samples, with 244 and 158 employees respectively, were used to test our hypotheses. Our results provided evidence that in general, empowerment moderates the relationships between LMX and job outcomes. These findings are important as previous research has only tested these variables as independent predictors, but our results suggest the relationships these constructs have with important consequences are dependent on both variables. Practical implications and directions for future research are offered.     

Are transformational leaders fair? A multi-level study of transformational leadership,justice perceptions,and organizational citizenship behaviors

This study examined the psychological processes that might underlie the relationship between transformational leadership (i.e., individualized consideration and charisma) and individual- and group-level multifocal organizational citizenship behaviors (OCBs). In doing so, we focused on the potential mediating role of individual- and group-level justice perceptions of a follower(s) in transformational leadership processes. Specifically, we hypothesized that at the individual level, a leader's individualized consideration relates to leader-directed OCBs through interpersonal justice, whereas at the group level, a leader's charisma relates to group-directed OCBs through procedural justice climate. The individual- and group-level models as well as the various alternative models were tested using a sample of 159 employees (including 40 supervisors and their immediate subordinates) embedded in 40 groups from 25 branches of a large, multinational bank in Korea. The results supported our hypothesized relationships, suggesting that individual- and group-level justice perceptions play important roles in the linkage between transformational leadership behaviors and OCBs at both the individual and the group levels.     

Investigating the Moderating Effects of Leader–Member Exchange in the Psychological Contract Breach–Employee Performance Relationship: A Test of Two Competing Perspectives

Leader–member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high‐quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross‐sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in‐role performance under conditions of high LMX. Implications of these results and future research directions are discussed.     

High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

A two level analysis was conducted to examine the impact of High Performance Work Systems (HPWS) on organizational performance by investigating four most prevailing theories in HPWS literature i.e., human capital (Resource based view), social exchange, relational coordination, employee attitudes and behaviours. It was proposed that HPWS predicts improved organizational performance and this relationship can be strengthened through intervention of human capital development, degree of social exchange among organizations and its members and productive relationships among employees. It was further argued that HPWS results into employee motivation, job satisfaction and organizational citizenship behaviours, which ultimately results into better organizational performance. Results from 17 manufacturing and service organizations confirmed the significance of association of implemented and perceived HPWS with managerial and employee rated organizational performance. Mediation analysis confirmed the contribution of human capital, social exchange, relational coordination and OCB towards organizational performance but no influence was found for employee attitudes on HPWS-performance linkage.     

An empirical study on the relationship between perceived employability and employee performance

Despite the growing attention to employability in the era of job insecurity, there have been a limited number of empirical studies regarding the positive effect of employees’ perceived employability (PE) on performance. The purpose of this study is to examine the relationship between PE and three domains of employee performance: in-role, adaptive, and extra-role. This study also tests the moderating effect of the perceived quality of employment on these relationships. To test our hypotheses, we surveyed 334 employees and their 37 immediate supervisors working for an organization in South Korea. We utilized official performance ratings and supervisors’ ratings to measure the three domains of performance. The results show that PE is positively related to in-role, adaptive, and extra-role performance. An interaction between PE and the perceived quality of employment on extra-role performance is also evident. Implications for research and human resource development practices will be provided.     

公仆型领导、员工集体和个人的工作态度对服务质量的影响

作者在13家宾馆和餐馆进行了一次实证研究,探讨饭店管理人员的公仆型领导风格、员工集体和个人的工作态度对员工的服务质量的影响。多层次线性模型分析结果表明,部门的公仆型领导氛围会直接影响员工集体的工作满意感,并通过集体情感性归属感,间接影响员工的服务质量。部门的公仆型领导氛围会调节员工感知的部门负责人的公仆型领导风格对他们的服务质量的影响;员工集体的情感性归属感会调节员工个人的工作满意感和情感性归属感对服务质量的影响。     

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles,work engagement,and turnover intention

Human resource development (HRD) is key to organizational success. With some HRD roles devolving to leaders in recent years, a gap in understanding is now evident in how leaders’ leadership styles shape development-oriented behaviours that may effectively assist them in fulfilling their HRD roles, and the corresponding effects that this has on employee work engagement and turnover intention. This study compared the effects of transformational and transactional leadership styles on employee attitudes (i.e. work engagement and turnover intention) through leaders’ behaviours (i.e. supervisory coaching and performance feedback). This study used a multilevel approach (i.e. matching leaders to multiple subordinates) with 500 employees, nested in 65 workgroups from private organizations in Malaysia. As hypothesized, we found a link between transformational (but not transactional) leadership and higher levels of supervisory coaching and performance feedback, and that these job resources mediate the relationship between transformational leadership and work engagement. Furthermore, we found that work engagement mediates the relationships of both supervisory coaching and performance feedback to turnover intention. Overall, the study results reveal one way in which Asian leaders can effectively facilitate some aspects of HRD through development-focused behaviours which serve as job resources to boost work engagement and reduce turnover intention.     

The Career Advancement Prospects of Managers and Professionals: Are MIS Employees Unique?

The present study examined the career advancement prospects of MIS and non-MIS employees, as well as the relationships of career advancement prospects with job performance evaluations, job satisfaction, career satisfaction, and organizational commitment for MIS and non-MIS professionals and managers. Participants included 134 MIS professionals and managers and 397 non-MIS professionals and managers of a large communications company. The results provided no evidence that MIS employees experience more restricted career advancement prospects than non-MIS employees. In addition, job performance evaluations generally had positive effects on career advancement prospects; career advancement prospects had a number of positive effects on job satisfaction, career satisfaction, and organizational commitment; and job satisfaction and career satisfaction had positive effects on organizational commitment. These findings are related to prior research, suggestions for future research are offered, and implications for the management of MIS employees are identified.     

Work motivation,organisational identification,and well-being in call centre work

Abstract

Previous work has not considered the interplay of motivational forces linked to the task with those linked to the social identity of employees. The aim of the present study is to combine these approaches. Two studies with call centre agents (N=211, N=161) were conducted in which the relationships of objective working conditions (e.g., inbound vs. outbound work), subjective measures of motivating potential of work, and organisational identification were analysed. Job satisfaction, turnover intentions, organisational citizenship behavior (OCB), health complaints, and burnout were assessed as indicators of the agents’ work motivation and well-being. In both studies it was found that objective working conditions substantially correlated with subjective measures of work motivation. Moreover, employees experiencing a high motivating potential at work reported more OCB, higher job satisfaction, and less turnover intentions. As hypothesized, organisational identification was a further independent predictor of job satisfaction, turnover intentions, OCB, and well-being. Highly organisationally identified employees report higher work motivation and more well-being. Additionally, interactions between the motivating potential and organisational identification were found. However, all the results indicate that interventions seeking to enhance work motivation and well-being in call centres should improve both the motivating potential of the job and organisational identification. These two factors combined in an additive way across both studies.     

Employees’ positions in virtual working community and their job performances: a social network analysis

Along with the rapid development of Internet, virtual community is gradually introduced into employees’ work and learning. There are many research studies about virtual learning community, but few focus on the virtual working community. This research examines a virtual working community, analyses its social network structure, measures employees’ centrality, and tests the relationship between centrality and job performance. The virtual working community of the online tutors at the School of Distance Learning in Peking University was the research object. Findings suggest that the centrality of employees in the virtual community and their job performance have significant positive correlation. Centrality of the employees and gender are also significantly correlated.     

Negative implications for the inclusion of citizenship performance in ratings

Although citizenship performance has been deemed important to organizational effectiveness, potential negative consequences related to including these behaviours in assessments of performance have received far less attention. Furthermore, although numerous researchers have demonstrated that performance ratings include task and citizenship performance, none have specifically examined the potential negative implications this has for performance ratings, employees, and organizations. This article conceptually explores the implications of including citizenship performance in formal ratings of performance. Specifically, the negative implications of including citizenship performance in the formal performance appraisal process are explored in terms of the consequences for the performance rating, including inaccurate appraisals; effects on employees, including reactions to the procedure; potential organizational outcomes, including performance and competitive advantage concerns; potential international and legal considerations.     

The interactive effect of leader–member exchange and electronic communication on employee psychological empowerment and work outcomes

We advance understanding of the role that leaders play in promoting psychological empowerment and positive work outcomes (job satisfaction, organizational commitment and job performance) for employees who engage in a high degree of electronic communication in their job. By integrating leader–member exchange (LMX) theory and theories of electronic communication, we build and test a mediated moderation model in which employees’ degree of electronic communication in their job amplifies the positive relationship that LMX has to psychological empowerment and subsequent employee work outcomes. Based on a sample of 353 early-career professionals employed in a range of different types of organizations, we found general support for the hypothesized model. We discuss the study’s theoretical and practical implications for leading employees in electronically-enabled work environments.