Abstract
Organizational citizenship behavior (OCB) is one kind of extra-role behavior beyond formal role descriptions which can be conducted to enforce company’s competency to copy with external competitive pressures as well as internal flat organizational hierarchies. This research builds a mediating model to examine the mediating effects of organizational justice between discretionary human resource practice (HRP) and organizational citizenship behavior based on the social exchange theory and the organizational justice theory. The research illustrates how the different dimensions of discretionary HRP affects employee’s OCB through organizational justice. It statistically tests the data form 227 employees in 10 enterprises with correlation analysis, structural equation modeling and other statistical methods. The results show that all the selective staffing, promotional opportunities, performance management and participate decision making in the discretionary HRP have positive impacts on the OCB. Besides, it indicates that organizational justice mediates the relationship between discretionary HRP and OCB. Thus, organization can promote employee’s OCB through enforcing its discretionary HRP as well as enhancing perceived organizational justice. The exposure of the relationships between discretionary HRM practice, organizational justice and OCB is beneficial to build sustainable HRM system and help enterprises to establish sustainable competitive competence.
Highlights
With increasingly fierce competition and impacts of technological changes, modern enterprises are facing more complex external environment, especially for Chinese enterprises which are encountering with opportunities brought by emerging economic
It is difficult to define exactly the role of employee, since the scope of job responsibility is extending recent years and the focus of employee performance is changing from task performance to organizational citizenship behaviors
In order to cope with layoffs, flat organizational structure and competitive pressures, managers of enterprises consider to utilize human resource practices to encourage employees to involve in voluntary extra-role behaviors [2] [3]
Summary
With increasingly fierce competition and impacts of technological changes, modern enterprises are facing more complex external environment, especially for Chinese enterprises which are encountering with opportunities brought by emerging economic. It is difficult to define exactly the role of employee, since the scope of job responsibility is extending recent years and the focus of employee performance is changing from task performance to organizational citizenship behaviors. Some studies acknowledge organizational outcomes, which are broader than financial outcomes [1]. In order to cope with layoffs, flat organizational structure and competitive pressures, managers of enterprises consider to utilize human resource practices to encourage employees to involve in voluntary extra-role behaviors [2] [3]. Even though researchers have recognized the significant function of human resources practice to stimulate employees’ organizational citizenship behaviors, there is no conclusion about the mechanism of this relationship.
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Human Resource and Sustainability Studies
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
