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Organizational Citizenship Behaviours (organizational + citizenship_behaviour)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	62%

Selected Abstracts

The mediating effect of burnout on the relationship between structural empowerment and organizational citizenship behaviours

JOURNAL OF NURSING MANAGEMENT, Issue 3 2010
STEPHANIE GILBERT MSc
gilbert s., laschinger h.k.s. &leiter m (2010) Journal of Nursing Management18, 339,348 The mediating effect of burnout on the relationship between structural empowerment and organizational citizenship behaviours Aim, We used Kanter's (1977) structural empowerment theory to examine the influence of structural empowerment and emotional exhaustion on healthcare professionals' use of organizational citizenship behaviours directed at the organization (OCBO) and peers (OCBI). Background, Organizational citizenship behaviours (OCB) are discretionary behaviours that are not rewarded directly by the organization but have been linked to positive outcomes, such as increased job satisfaction and lower turnover intentions. Promoting OCB can help employees and organizations flourish despite current challenges in the healthcare system. Structural empowerment may influence the frequency and type of OCB by reducing burnout. Method, We conducted multiple mediated regression analyses to test two hypothesized models about relationships between empowerment, emotional exhaustion and two types of OCB (OCBI and OCBO) in a sample of 897 healthcare professionals in five Canadian hospitals. Results, Emotional exhaustion was found to be a significant mediator of the relationship between empowerment and OCBO. The predicted mediation of the empowerment/OCBI relationship by emotional exhaustion was not supported. Conclusions, Exhaustion was an important mediator of empowering working conditions and OCBO, but was not significantly related to OCBI. Empowerment was significantly related to both OCBO and OCBI. Implications for nursing management, Promoting empowerment among healthcare workers may decrease burnout and promote OCB. Specific managerial strategies are discussed in the present study. [source]

Differentiating Good Soldiers from Good Actors*

JOURNAL OF MANAGEMENT STUDIES, Issue 6 2007
Robin S. Snell
abstract In a qualitative interview study, 20 Hong Kong Chinese informants were asked to report stories about colleagues who were either ,good soldiers' or ,good actors'. In stories about good soldiers, informants attributed their colleagues' organizational citizenship behaviour (OCB) primarily to prosocial or pro-organizational motives. Informants' stories about good actors broke down into three major subcategories of citizenship-related impression management: OCB attributed primarily to impression management motives; alleged pseudo-OCB concomitant with minimal compliance; and alleged pseudo-OCB concomitant with counterproductive behaviour. When distinguishing good soldiers from good actors, informants adopted two criteria for attribution: wilful behavioural inconsistency, i.e. low generality of behaviour across contexts; and alleged false pretence, i.e. discrepancy between claims or allusions and actual deeds. Our findings partially supported a prior hypothesis from attribution theory, that consistency was a criterion for attribution, but indicated that consensus, i.e. correspondence between the focal colleague's behaviour and other employees' behaviour, failed to differentiate good soldiers from good actors. Informants generally regarded OCB as socially desirable only when it was attributed primarily to prosocial/pro-organizational motives. [source]

Contingent and Non-Contingent Working in Local Government: Contrasting Psychological Contracts

PUBLIC ADMINISTRATION, Issue 1 2002
Jacqueline A-M.
Given that the contingent worker is likely to be a familiar presence in the public service workplace of the future, this paper explores the consequences of contingent work arrangements on the attitudes and behaviour of employees using the psychological contract as a framework for analysis. Drawing upon survey evidence from a sample of permanent, fixed term and temporary staff employed in a British local authority, our results suggest that contract status plays an important role in how individuals view the exchange relationship with their employer and how they respond to the inducements received from that relationship. Specifically, contingent employees are less committed to the organization and engage in organizational citizenship behaviour (OCB) to a lesser degree than their permanent counterparts. However, contrary to our hypothesis, the relationship between the inducements provided by the employer and OCB is stronger for contingent employees. Such findings have implications for the treatment of contingent and non-contingent employees in the public services. [source]

Management Behaviour as Social Capital: A Systematic Analysis of Organizational Ethnographies

BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 1 2005
Randy Hodson
This article explores managerial behaviour as a potential source of social capital in the workplace. Using content-coded data from the full population of organizational ethnographies (N = 204), we explore facets of workplace behaviours and relations that have been difficult to evaluate using survey-based techniques. Analysing ethnographic-based data with multivariate techniques, we find that competent management leadership, in particular, has widespread and significant effects on important workplace outcomes such as job satisfaction, organizational citizenship behaviour, and co-worker infighting. The findings highlight the value of cross-methods techniques for evaluating and extending existing workplace theories. [source]

The mediating effect of burnout on the relationship between structural empowerment and organizational citizenship behaviours

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

BRITISH JOURNAL OF MANAGEMENT, Issue 2 2010
Simon Lloyd D. Restubog
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. [source]

Location, Location, Location: Does Place of Work Really Matter?

BRITISH JOURNAL OF MANAGEMENT, Issue 2009
Tom Redman
This paper examines the work attitudes of home- and office-based workers. A review of the existing literature finds both pessimistic and optimistic accounts of the impact of homeworking on employee attitudes and behaviours. Drawing on a survey of 749 managerial and professional employees in knowledge-intensive industries, the study finds more support for the optimistic perspective. The findings suggest that homeworking is positively associated with employee well-being and a more balanced work,home relationship. There is no evidence that organizational citizenship behaviours are reduced by homeworking but there is some support for homeworking undermining employees' perception of the organization as supporting their careers and personal development. [source]