Navigating Organizational Change: Digital Transformation, Cultural Integration, and Diversity at Target Corporation

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

This study investigated perceptions among different subject matter expert groups (SMEs) about the representation and meaning of organizational citizenship behaviour (OCB) scale items relative to items assessing altruism, collectivism, and organizational commitment. OCB researchers, human resource management/organizational behaviour academics, managers and union members evaluated the extent to which different items defined each of these four constructs. The results showed that only OCB researchers could distinguish OCB items from the other three content domains. Managers were only able to distinguish OCB items from altruism. Union members perceived the OCB scale items to be as indicative of altruism, collectivism, and organizational commitment as they are of OCB. Human resources management/ organizational behaviour academics perceived OCB items to be as indicative of collectivism and organizational commitment as they are of OCB. Thus it would appear that items that purportedly measure OCB are not perceived as falling in a unique content domain.RésuméLa présente recherche étudie les perceptions de quatre groupes d'experts quant à la représentation et la signification données à des caractéristiques du comportement organisationnel de volontariat (OCB) comparativement à celles de l'altruisme, du collectivisme, et de l'engagement organisationnel. Des chercheurs en OCB, des pro‐fesseurs en gestion des ressources humaines et en comportement organisationnel (GRH/CO), des gestionnaires et du personnel syndiqué ont évalué dans quelle mesure les différentes caractéristiques définissaient bien chacun des quatre construits. Les résultats indiquent que seuls les chercheurs en OCB ont pu distinguer les caractéristiques d'OCB de celles des trois autres construits. Les gestionnaires ont pu les différencier de celles du concept d'altruisme. Lepersonnel syndiqué les a perçues comme étant à lafois indicateurs d'altruisme, de collectivisme, d'engagement organisationnel et d'OCB. Les pro‐fesseurs en GRH/CO les ont jugées aussi bien indicateurs d'OCB que de collectivisme et d'engagement organisationnel. En résumé, il semble que les caractéristiques censées définir le concept d'OCB ne sontpas perçues comme lefait d'un construit unique.

Organizational Commitment, Organizational Citizenship Behavior and Turnover Intention: The Moderating Role of Leadership Behavior

This study evaluates the impact of Organizational Culture and Transformational Leadership on Organizational Commitment and Organizational Citizenship Behavior through Employee Engagement in non-formal educational institutions (PKBM) in West Java. Data from 291 respondents were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) method. Results show that Organizational Culture and Transformational Leadership significantly influence Employee Engagement. Organizational Culture and Employee Engagement affect Organizational Citizenship Behavior, while Employee Engagement influences Organizational Commitment. Employee Engagement serves as a mediator between Organizational Culture and Transformational Leadership and Organizational Commitment and Organizational Citizenship Behavior. However, Organizational Culture and Transformational Leadership do not directly impact Organizational Commitment, and Transformational Leadership does not significantly influence Organizational Citizenship Behavior. Practical implications suggest enhancing institutional performance for the well-being of educators. The study contributes to the Integrative Organizational Behaviors Model, rooted in Social Exchange Theory, providing insights for future research on Organizational Behavior.

When employees work, there must be expected by employees. That expectation is the fulfillment of job satisfaction. By the fulfilled of job satisfaction, employees will emerge organizational citizenship behavior. The companies in the beginning need to fulfill employees job satisfaction. But if the job satisfaction of employees is fulfilled, then the companies also feel its benefit, because employees will show organizational citizenship behavior. Therefore, this study will test the relationship between job satisfaction and organizational citizenship behavior on employees.Data collection was conducted at PT. Bali Tourism Development, PO Box 3, 80363 Nusa Dua, Bali in June 2011. The subjects of this study are 50 employees. The reliability score of Job Satisfaction Scale is 0,906 and the reliability score of Organizational Citizenship Behavior scale is 0,965. The normality score of job satisfaction variable is 0.867 and the normality score of Organizational Citizenship Behavior is 0.245. Job satisfaction and organizational citizenship behavioral is linear because its probability score is 0.052. From correlation score is 0,287 and probability score is 0.043, it indicates that there is a relationship between job satisfaction and organizational citizenship behavior. The coefficient of determination is 0.08.From the result of this study is expected to contribute to the sciences such as Industrial Organizational Psychology, Organizational Behavior, Human Resource Management and Industrial Relation and also practically to the sustainability of the company as an employer and employee as workers. Keywords: job satisfaction, organizational citizenship behavior, employees

: An organization will have human resource management as the central factor which is can be useful to do, manage, and reach the vision and mission that already set by the organization. The quality of the employee is one of the key that can determine improvement of an organization. The success of development program that implemented by the government is depend on the quality and quantity of the human resources that the government have and the management of the human resource ih the company can be review from the organizational behavior that happen in the organization. The purpose of this study is to analyze the impact of Person-Job Fit toward Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior in Marine Fisheries Agency and Provincial Inspectorate Agency in West Borneo. The number of population in this research are 180 people, and the sampling technique that used in this research is using the 10 times formative indicator, there are 15 formative indicators so there are 150 samples. The data collection technique that used in this research is by using questionnaire, and the data obtained by distributing the questionnaire to both of the Agencies and the data is evaluated by Structural Equation Model (SEM) and to analyze the data it is use SmartPLS 3.0 software application. The result of this research are: (1) Person-Job Fit is have significant impact on Job Satisfaction, (2) Person-Job Fit is have significant impact on Organizational Commitment, (3) Job Satisfaction is have significant impact on Organizational Commitment, (4) Person-Job Fit is not have significant impact toward Organizational Citizenship Behavior, (5) Job Satisfaction is have significant impact toward Organizational Citizenship Behavior, and (6) Organizational Commitment is not have significant impact toward Organizational Citizenship Behavior.

The effect of job embeddedness on organizational citizenship behavior and job performance (study case: Secondary School Teachers in Najaf Abad)

Job performance has received an increased attention in the last decades. Aiming to better understand its determinants from a positive individual-orientated view, this paper’s fist objective is to investigate the interacting effect of the employee’s job competency and organizational citizenship behaviors on job performance levels of a sample of 200 Romanian employees (participation rate: 86.2%). Secondly, this research aims to analyze the interacting effect of employees’ organizational citizenship behaviors and of Employer’s organizational economic behaviors in a context of global economic depression. We used correlation analysis, prediction models, and, as tools, competency assessment checklists developed by means of the Competency Elicitation Interview (Faix et al., 1991), Robertson’s performance scales for job performance (1996, 1997), Smith’s scale for organizational citizenship behaviors (1983). Results support the idea that job performance can be approached from a multidimensional point of view. The significance of organizational citizenship behaviors as translations of personal involvement acts into the organization was successfully established, highlighting the important role they have in relationship with job performance. As valid predictors of supervisory ratings of employees’ performance, organizational citizenship behaviors seems to have the most important predictive power with a percent of 55% of the performance's variance explained. Furthermore, job competencies alone seem to be necessary but not sufficient to predict high levels of job performance (with a predictive power of 10%). Surprisingly, the interaction effect of employees’ organizational behaviors and organizational economic behaviors of the Employer reveals an unexpected paradox in relationship with individual job performance. Main limitations (such as those who refused to participate they didn’t had comparable demographics with those who agreed to participate) along with main findings are being discussed. Key Words: job performance, job competency, organizational citizenship behaviors, organizational economic behaviors.

The management of human resources at the Secretariat of the Research and Development and Training Agency (a public organization that is identical to religious values) experiences problems because the importance of employee performance, employee engagement, and organizational behaviour are still below 75. This study aims to determine whether employee engagement and organizational citizenship behaviour positively and significantly impact employee performance. This research finds that employee engagement has a positive and significant impact on employee performance, while organizational citizenship behaviour has a negative and insignificant impact on employee performance. This research supports previous research, which states that employee engagement positively and significantly impacts employee performance. However, this research refutes previous research applied to private organizations, which states that organizational citizenship behaviour has a significant positive impact on employee performance.

PurposeAdopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects of employee commitment and organizational citizenship behaviour on the employee engagement–team performance relationship.Design/methodology/approachThe study follows a quantitative method. Data were collected through a self-administered questionnaire survey using snowball and convenience sampling. Descriptive statistics and bi-variate correlation analyses were conducted using SmartPLS 2 and SPSS 20 software, and subsequently, a structural equation model was developed.FindingsThe study suggests that better employee engagement could improve team performance in organizational contexts. Organizational commitment and citizenship behaviour played a mediating role in the employee engagement–team performance relationship. Further research on the meditating effects of demographic factors is suggested to advance knowledge in the employee engagement domain.Research limitations/implicationsBased on premises of the social exchange theory and the employee stewardship theory, the study integrates multi-level variables to impact of individual employee engagement on organizational team performance. The findings of the study contribute to the existing literature by providing empirical evidence of the impact of individual-level variables on team-level performance. It reiterates the need for multi-level modelling of organizational behavioural research.Originality/valueThe study used a multi-theoretical approach to investigate team performance in organizational contexts, i.e. individual employee engagement, organizational commitment and organizational citizenship behaviour. This integrated model using predictors from multiple levels demonstrates that team performance could be enhanced from interactions of different factors of individual behaviour.

The purpose of this study was to explore the relationship between organisational support, organisational identification, and organisational citizenship behaviour and the predictors of organisational citizenship behaviour in Taiwanese male nurses. The turnover rate among male nurses is twice that of female nurses. Organisational citizenship behaviour is the predictor of turnover intention. Little information is available on the relationship between organisational support, organisational identification and organisational citizenship behaviour, particularly for male nurses. Data were collected in 2010 from a questionnaire mailed to 167 male nurses in Taiwan. A cross-sectional survey with simple sampling was used in this study. The results showed that organisational identification and organisational support were correlated with organisational citizenship behaviour. Organisational distinctiveness, organisational support of work conditions and the type of organisation were the main predictors of organisational citizenship behaviour. Together they accounted for 40.7% of the total variation in organisational citizenship behaviour. Organisational distinctiveness was the most critical predictor, accounting for 29.6% of the variation. Organisational support and organisational identification have positive relationships with organisational behaviour. Organisational distinctiveness is an important factor in explaining organisational citizenship behaviour in male nurses. This finding provides concrete directions for managers to follow when providing organisational identification, in particular, the organisational distinctiveness will help male nurses to display increasingly more organisational citizenship behaviour.

BACKGROUND: This study was done after the COVID-19 pandemic that brough a lot of disruptions and changes in behaviors of employees. This study focused on behaviors of Z employees in the new normal environment after the COVID-19 pandemic. Generation Z presently form the biggest age group in Malaysia, accounting for 29% of the total population. They have their own way of behavior and working patterns that is different from previous generations. Despite the increasing number of Gen Z employees, there is a dearth of studies that examined the effect of workforce diversity and job meaningfulness on employee engagement and OCB after the COVID-19 pandemic. OBJECTIVE: This research aimed to find out the association between workforce diversity and job meaningfulness to employee engagement and Organization Citizenship Behavior (OCB) among Gen Z employees in Malaysia after the COVID-19 pandemic. This research also investigated the relationship between employee engagement and OCB. METHODS: This was a quantitative study, and a survey strategy was used to collect data from 160 respondents. SPSS and Smart-PLS were used to generate descriptive and inferential statistics. RESULTS: The results revealed that workforce diversity was the strongest predictor of employee engagement among Gen Z employees after the pandemic. Workforce diversity also had a significant impact on OCB. Comparatively, job meaningfulness had a significant impact only on employee engagement but there was also a significant impact of employee engagement on OCB. CONCLUSIONS: The study that was done after the pandemic is one of the first to examine the relationship between workforce diversity, job meaningfulness, employee engagement, and OCB and has extended the current literature through the focus on Generation Z employees. The results suggest that workforce diversity and job meaningfulness to be adopted by organizations to upgrade engagement of Gen Z employees after the COVID-19 pandemic. The increase in employee engagement post-COVID, will lead to lower employee turnover, improved productivity and motivation.

This paper examines the relationship between employees’ emotional intelligence and their performance. A total of 444 employees working in privately owned organizations were selected conveniently for this study. Emotional intelligence was measured through a scale consisting of 33 items and employee performance through a 16 items scale that measured their organizational citizenship behavior. These were self reported measures asking for responses on a five point Likert scale. Pearson correlation and linear regression analyses were applied to assess the association and prediction relation between independent and dependent variables. The results revealed a moderately high correlation between emotional intelligence and organizational citizenship behavior. It was also established that employees’ job performance can be predicted significantly based upon their emotional intelligence scores. The predictive power of emotional intelligence for performance suggests the use of emotional intelligence measure as a selection tool by human resource managers. Key words: Organizational behavior, human resource management, emotional intelligence, organizational citizenship behavior, employee selection.

Research on the complex and multifaceted relationship between job satisfaction, moonlighting intentions, turnover intentions, and organizational citizenship behaviour has been conducted in organizational behaviour. Researchers have investigated various factors contributing to positive organizational citizenship behaviour, job satisfaction, moonlighting, and turnover intentions. This study aims to examine the interrelationships between Job Satisfaction, Moonlighting Intentions, Turnover Intention, and Organizational Citizenship Behavior and their impact on an organization's success. Organizations can create a positive work environment that fosters employee well-being, engagement, and productivity when they thoroughly understand the complex interplay among these factors. This results in improved outcomes for employees as well as the organization. The research employs a qualitative methodology, utilizing a literature review that begins with a meticulous selection of relevant topics and keywords to identify appropriate journals and sources. This process is crucial as it guarantees that the information collected is accurate, relevant, and up-to-date. By selecting appropriate topics and keywords, researchers can ensure that they gather the most pertinent and reliable information for their study. According to the study, there is a negative correlation between job satisfaction and moonlighting intentions among IT professionals. It implies that those who are content with their current job are less inclined to seek additional employment. Additionally, the study revealed that job satisfaction and organizational commitment significantly negatively impact turnover intention. Therefore, organizations can decrease turnover intention by enhancing job satisfaction, organizational commitment, and person-organization fit. Furthermore, the study found that job satisfaction positively and significantly influences organizational citizenship behaviour. Moreover, organizational commitment mediates the relationship between job satisfaction and organizational citizenship behaviour positively and significantly

Purpose: This study aims to explore the relationships between leadership style, organizational climate, motivation, and organizational citizenship behaviors (OCB) among lower and middle-level employees in Jordanian telecommunications companies. The primary goal is to investigate how leadership style and organizational climate influence OCB, with motivation serving as an intermediary variable. By examining these interrelationships, the research seeks to provide insights into the factors shaping employee behaviors and performance within organizational settings. Methods: A random sample approach was utilized to select 450 employees from three Jordanian telecommunications companies. Self-completed questionnaires were distributed via email to the respondents during the latter half of 2021, resulting in 350 usable responses for analysis. Smart PLS 3.0 software was employed to test the interrelationships between leadership style, organizational climate, motivation, and OCB. The study utilized structural equation modeling (SEM) techniques to examine the direct and indirect effects of the variables of interest. Results and discussion: The findings reveal significant relationships between transformational leadership, transactional leadership, organizational climate, motivation, and OCB among employees in the telecommunications sector. Specifically, transformational and transactional leadership styles, as well as organizational climate, were found to significantly influence both motivation and OCB. The analysis also supported three hypotheses on the mediation effects of motivation. These results contribute to a deeper understanding of the complex dynamics driving employee behaviors and performance within organizational contexts. Implications of the research: The research findings carry implications for organizational leaders, managers, and policymakers seeking to enhance employee engagement, performance, and organizational citizenship behaviors. By recognizing the influence of leadership style and organizational climate on motivation and OCB, organizations can develop strategies to foster a positive work environment and cultivate a culture of proactive employee behaviors. The study underscores the importance of aligning leadership practices and organizational climate with motivational factors to promote desirable outcomes and organizational effectiveness. Originality/value: This study contributes to the literature by providing insights into the relationships between leadership style, organizational climate, motivation, and OCB within the context of Jordanian telecommunications companies. The examination of these interrelationships offers a unique perspective on the factors shaping employee behaviors and performance. Moreover, by exploring the mediating role of motivation, the study advances our understanding of the mechanisms through which leadership and organizational factors influence employee engagement and citizenship behaviors. The research adds to the body of knowledge on organizational behavior and provides practical implications for fostering a positive workplace environment and enhancing organizational effectiveness.