Extra-role Behavior Research Articles

Does Leader-Member Exchange (LMX) Ambivalence Influence Employees' Constructive Deviance?

The ambivalent experience of superior-subordinate relationships is widespread in organisations and has gradually become an important factor influencing employees to actively engage in extra-role behaviours. However, employees' constructive deviance is extremely important for organisational development as they are important extra-role behaviours for organisational innovation and change. Owing that academic research on the antecedents of employees' constructive extra-role behaviours has lacked attention to individual emotional variables such as the leader-member exchange ambivalence, by drawing on self-control resource theory and social cognitive theory, this study examined the effects of leader-member exchange ambivalence on employees' constructive deviance, as well as the role of ego depletion and role-breadth self-efficacy. Based on a two-point questionnaire survey of 332 employees from different industries in China, the study tested hypotheses with SPSS 27 and AMOS 27 and found that the more leader-member exchange ambivalence, the less likely they were to engage in employees' constructive deviance, leader-member exchange ambivalence affected employees' constructive deviance through ego depletion, and when role-breadth self-efficacy is high, the lower the ego depletion of employees with leader-member exchange ambivalence, the more likely they are to engage in employees' constructive deviance. This study is intended to guide organisations to pay attention to the problem of individual internal conflict arising from superior-subordinate relationships, to remove the barriers to constructive transgression by individuals, and to truly exploit the innovative capacity of individual organisations. The study suggests that managers should pay attention to the negative effects of employees' perceived ambivalent experiences of supervisor-subordinate relationships, maintain consistency, and build positive social exchange relationships with their employees. Organisations should strengthen the training of leaders and employees to eliminate the serious internal attrition that organisations face from social network relationships. And employees should face the limitations of resources and reduce dependence on the leader-member exchange relationship as the dependence for their work attitudes and behaviours.

Role of Transnational Universities in Capacity Building in Hosting Countries: A Review

The current review was based on the significance of Transnational Education (TNE), the role of transnational universities in capacity building and hosting countries, and the innovative aspects in which transnational universities are addressing the needs of the international community. This review was executed using the recent review articles and research publications based on TNE in capacity building. The data was gathered from the last 8 years, from 2016 to 2023, from renowned publishers, including Emerald, Wiley Higher Education Quarterly, Open Journals in Education (OJED), Emerald, Taylor and Francis, Springer, Sage, and MDPI AG. This search was carried out using multiple keywords, including; “Role of Transnational Universities”, “Transnational Higher Education”, “Transnational Education”, “Capacity Building”, “Skills Development”, “Host Countries” and “Hosting Countries”. A standardised approach to data extraction and synthesis was adopted after finalising 16 studies in total. Findings revealed that When universities participate in international education collaborations, they should also evaluate potential partners based on endogenous notions of student happiness, loyalty, and extra-role behaviours. The study explored the impact of TNE on employment prospects and career development, focusing on marketable skills, hard and soft skills, and cross-cultural awareness. Notably, TNE experience positively impacts professional growth and future social mobility. The study highlighted the importance of capacity building, sustainability, infrastructure investment, and culturally appropriate pedagogy in TNE. Challenges include linguistic barriers and differences in teaching cultures during COVID-19.

Interplay of High Performing Work Practices with Career Satisfaction, Extra-Role Behavior and Job Embeddedness: Study on Frontline Employees in Hospitality Industry

Frontline employees play a critical role in providing exceptional customer service, essential for both; overall customer satisfaction and the long term success of the hospitality industry. Their satisfaction enables effective resource allocation and strategic planning for the growth and development of the industry. The present study focuses on the relationship of high performing work practices (HPWPs) with career satisfaction (CS) and extra-role behavior (ERB) via job embeddedness (JE) among frontline hotel employees. The measurement model was assessed using Smart Partial Least Squares (PLS) SEM, version 4.0.9.0. The results of the study indicated that HPWPs directly and indirectly (through the mediating effects of JE) affect CS of frontline employees and also boost ERB among them. The findings suggested that the adoption of HPWPs, such as comprehensive training, rewards, and empowerment initiatives, cultivates positive attitudes among employees, which in turn encourages proactive customer handling, leading to customer satisfaction.

Examining the Role of Dimensions and Components of the Employee Compensation System in Explaining the Variance of Organizational Citizenship Behavior (Case Study: General Tax Office of Kerman Province)

Objective: The aim of this study was to examine the role of the dimensions and components of the employee compensation system in explaining the variance of organizational citizenship behavior (OCB) (Case Study: General Tax Office of Kerman Province). Methodology: This research was applied in purpose and descriptive-correlational in terms of method. Data were collected through standardized questionnaires. The compensation system questionnaire included four dimensions: managerial, organizational, psychological, and social. The OCB questionnaire included 15 dimensions, both using a 5-point Likert scale. The statistical population consisted of all employees of the General Tax Office of Kerman Province, and random sampling was used to select the participants. Findings: The results showed a significant and positive relationship between the dimensions of the compensation system (managerial, organizational, psychological, and social) and OCB. These dimensions simultaneously explained 39.5% of the variance in OCB. Moreover, psychological and managerial components had the greatest impact on OCB. Conclusion: This study demonstrated that the employee compensation system, particularly its psychological and managerial dimensions, has a direct influence on enhancing organizational citizenship behavior. Organizations that focus on improving their compensation systems can expect an increase in extra-role behaviors and greater employee participation. It is recommended that organizations pay special attention to designing and implementing fair and supportive compensation systems.

Unlocking the Power of Health Safety and Welfare Practices: Exploring the Impact on Organizational Citizenship Behavior in Bangladesh’s Fish Processing Industry

Abstract Purpose: This study explores the relationship between Occupational Health and Safety (OHS) practices and Organizational Citizenship Behavior (OCB) among fish processing workers in Bangladesh. It seeks to understand how OHS practices impact employees’ voluntary, extra-role behaviors and contribute to organizational well-being. Methods/Design/Approach: A cross-sectional survey was conducted among a sample of fish processing workers in Bangladesh. Data were collected using structured questionnaires that assessed vital variables, including OHS practices, OCB, and demographic information. Statistical analyses, including correlation and multiple regression, were employed through SPSS to examine the associations between OHS practices and OCB. Findings: The findings of this study reveal several significant relationships; notably, health and safety policies and communication, health and safety rules, health and safety resource and training, and workplace welfare management were essential predictors of organizational citizenship behavior, highlighting the critical role of these organization health safety practices in fostering positive organizational citizenship behavior. Practical Implications: These findings hold valuable practical implications for organizations in the fish processing industry and beyond. Organizations can enhance their workplace safety policies, regulations, and training programs by recognizing the positive impact of OHS practices on OCB. Additionally, investing in workplace welfare measures can promote a culture of voluntary contributions to the organization, ultimately benefiting employees and employers. Originality: This study contributes to the literature by shedding light on the relationship between OHS practices and OCB in a specific and underexplored context: the fish processing industry in Bangladesh. It underscores the significance of OHS practices in driving positive workplace behaviors and organizational outcomes, enriching the body of knowledge on this subject.

How and When Leader Job Insecurity Influences Engineer In-Role and Extra-Role Behaviors

This article investigates how and when leader job insecurity influences engineer job performance and organizational citizenship behavior (OCB). By integrating social information processing perspective and dual-path model, this article hypothesizes that leader job insecurity influences engineer job performance and OCB negatively via engineer job frustration and occupational self-efficacy. Moreover, drawing from social support resource theory, we hypothesize that coworker support moderates the impacts of leader job insecurity on engineer job frustration and occupational self-efficacy. We test these hypotheses using data from a sample of 266 leader-engineer dyads. Consistent with our theoretical framework, we find that engineer job frustration and occupational self-efficacy mediates the negative and indirect effect of leader job insecurity on engineer job performance and OCB. In addition, coworker support moderates the relationship between leader job insecurity and mediators (i.e., job frustration and occupational self-efficacy) as well as the indirect impacts of leader job insecurity on engineer job performance and OCB.

The Relationship between Organizational Commitment and Organizational Citizenship Behavior in State Civil Apparatus (ASN) in the Sidoarjo Regency Government Environment

In order to create a successful organization, employees are needed who are willing to work beyond their routine duties and strive for performance results that exceed organizational standards. Organizational citizenship behavior (OCB) is an employee’s desire to work with good quality and try to create the best service, which is an indication of extra-role behavior. One factor that can increase OCB behavior is organizational commitment. This research aims to determine the correlation between organizational commitment and organizational citizenship behavior (OCB) or the extra role behavior of State Civil Apparatus (ASN) in the Sidoarjo Regency Government Environment. This research uses quantitative correlational research with one dependent variable and one independent variable. The participants in this research were 333 ASN representing all regions within the Sidoarjo Regency Government. Data collection used the organizational citizenship behavior (OCB) scale developed by researchers and the organizational commitment questionnaire. The research data has been tested for assumptions using the normality test and linearity test and the data analysis technique used in this research is simple linear regression analysis. The results show that organizational commitment is proven to have a positive and significant relationship with organizational citizenship behavior with a t coefficient value of 31,204 and a significance of 0.000 <0.01. The effective contribution obtained in this research was 74.6%. Meanwhile, for the remaining 25.4%, OCB was influenced by other variables not studied in this research.

Impact of Green Human Resource Management Practices on Organizational Citizenship Behavior: Job Satisfaction: The Study of ABC Manufacturing Company in Sri Lanka.

Green Human Resource Management (GHRM) features environmental management with HR practices, with a focus on workplace sustainability, and environmental responsibility. This approach aims to foster a practice of concern for the environment and green practices among employees. Organizational Citizenship Behavior (OCB) is defined as voluntary, extra-role behaviors conducted by employees that enhance an organization’s success but are not part of their formal job responsibilities. These actions, such as supporting coworkers and being proactive, improve overall organizational effectiveness. This study intends to contribute to fill the empirical gap in the existing literature within Sri Lankan context. Hence this was a quantitative and cross- sectional study which was based on an organization in manufacturing industry. The main aim of this study is to analyze the impact of green human resource management on organizational citizenship behavior through the mediating role of job satisfaction in ABC manufacturing companies in Sri Lanka. A survey was applied to a sample of 327 collaborators working in the manufacturing industry at ABC Company. The result shows that there is a moderately positive impact of green human resource management on organizational citizenship behavior with the mediator effect of job satisfaction. This study proves to be important when understanding the individual effects caused by a green human resource management system.

The Mediating Role of Organizational Identification on Sustainable Human Resources Management and Organizational Citizenship Behavior's Relationship.

There is a general theme in studying employees in the research and development (R&D) department individual performance studies, where tremendous attention has been paid to innovation performance compared to behavioral and particularly extra-role behavior of employees in this department. This study investigates the relationship between sustainable human resource management (s-HRM) and organizational citizenship behavior (OCB) through the mediating role of organizational identification (OI) in R&D employees. A standard questionnaire was used to evaluate s-HRM, OI, and OCB. Five hundred questionnaires were delivered to all employees of the research and development departments of 59 Iranian pharmaceutical companies, and finally, 316 completed questionnaires were collected. The results of data analysis with WarpPls software revealed a positive and significant relationship between s-HRM and OI, as well as OI and OCB. Investigating the mediating role of OI showed that OI partially mediates the relationship between s-HRM and OCB. The model was checked in terms of its fit indices, which were evaluated as favorable. The findings suggest that s-HRM improves employees' willingness to go beyond their defined job description to display in OCB. Additionally, they imply that strengthening OI can improve OCB in employees.

How does leaders' managerial coaching impact followers' in-role and extra-role behaviors? The mediating roles of intrinsic motivation and self-efficacy

PurposeThe purpose of this study is to investigate the effects of leaders' managerial coaching on followers' organizational citizenship behavior (OCB), creativity and task performance. This study also examined the mediating role of intrinsic motivation and self-efficacy, recognizing the follower’s attitude and cognition as essential elements of behavioral changes.Design/methodology/approachThis study collected data from 20 companies across multiple industries in South Korea, and a total of 386 leader–follower dyads' data were used.FindingsThe results show that leaders' coaching is positively associated with OCB directly, but a direct impact of coaching on creativity and task performance was not supported. The results also showed that intrinsic motivation partially mediates the effect of coaching on OCB and fully mediates the effect of coaching on creativity and task performance. Self-efficacy played a role as a full mediator between coaching and task performance.Originality/valueThis study considered both the cognitive and affective aspects of managerial coaching and examined the influence of managerial coaching on the followers' in-role and extra-role behaviors (i.e. OCB, creativity and task performance) using responses from both the leaders and the followers at multiple organizations. Specifically, the results of this study empirically illustrated that managerial coaching by leaders serves as a mechanism mediated through intrinsic motivation and self-efficacy, linking to employees' OCB, creativity and task performance. This provides a clear explanation of the processes through which managerial coaching impacts employees and offers insights into the specific aspects that organizational leaders should focus on when engaging in managerial coaching.

The relationship of job characteristics with in-role and extra-role performance: the mediating effect of job crafting

PurposeDrawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions.Design/methodology/approachSurvey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations.FindingsProblem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator.Originality/valueThe current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets.

The influence of brand-related social media content on customer extra-role behavior: a moderated moderation model

PurposeThis study aims to investigate how the gratifications obtained through brand-related social media content affect brand intimacy and thereby influence customer extra-role behavior.Design/methodology/approachUsing the uses and gratification theory, this study proposes information, entertainment and remuneration content that motivates customers to develop brand intimacy and thereby perform customer extra-role behavior. The study also tests the moderated moderation effect of self-congruence and customer experience using 704 observations from South India in the food industry context.FindingsThe study’s results reveal the influence of entertainment and remuneration content on brand intimacy, which further influences customer extra-role behavior (civic virtue, cocreation, sportsmanship and helping behaviors). The study confirms a moderated moderation effect in the relationship between brand intimacy and civic virtue and brand intimacy and sportsmanship behaviors.Practical implicationsThe study suggests that brands may include entertainment and remuneration elements in their social media content to build intimate customer relationships, further influencing customers’ extra-role behaviors. Besides, brands should focus on customers’ self-concepts and experiences to encourage them to act voluntarily.Originality/valueThis study makes a unique contribution by investigating the influence of brand-related social media content on customer extra-role behavior through brand intimacy. It uses self-congruence and customer experience to test their moderated moderation effect in the relationship between brand intimacy and customer extra-role behavior.

Validation of Brand Citizenship Behavior Development Model in Medical Tourism Employees

Background: Medical tourism industry as a service industry needs to take measures including branding to attract and retain tourists. This study was conducted with the aim of improving branding in medical centers active in medical tourism, through the test of the brand citizenship behavior development model of employees, which was calculated from a qualitative research based on the Foundation Data Model.
 Methods: The current field-survey research was conducted on a sample of 384 employees in contact with patients, 10 hospitals with admission departments for international patients in Tehran city, selected using convenience sampling method. The data were collected using a researcher-made questionnaire. The reliability of the questionnaire was evaluated with Cronbach’s alpha index and composite reliability, and its validity was evaluated using content validity and construct validity. Data analysis was done by structural equation modeling using SPSS 22 and Smart Pls 3 software.
 Results: All research hypotheses were confirmed, including the effect of causal categories in the three dimensions of organization, employee, and tourist on brand citizenship behavior, the effect of intervening and foundational categories on comprehensive marketing and branding planning except for organizational justice and social responsibility of the organization, the impact of brand citizenship behavior on the comprehensive planning of marketing and branding and finally the effect of brand citizenship behavior by mediation of comprehensive planning of marketing and branding on the consequences related to tourists, organizations, employees and extra-organizations. The evaluation of the structural part of the model and the relationship between the internal and external construct also indicated the optimal fit of the model.
 Conclusion: Attracting the support of employees in the direction of extra-role behaviors that strengthen brand identity and benefit from its positive organizational and extra-organizational results, requires the attention of managers and relevant officials to various organizational, managerial, individual, etc. factors. Moreover, creating a strong brand in medical centers requires comprehensive planning to increase the participation of employees of these centers.

Do psychological capital and transformational leadership make differences in organizational citizenship behavior?

This research is proposed to determine factors affecting organizational citizenship behavior (OCB), tested on counselors, totaling 156 respondents. This study applied three waves in data collection with an interval of 30 days and a multigroup analysis to validate OCB. The analysis technique used is the Structural Equation Modeling (SEM) method using the IBM SPSS AMOS v26. The results showed that transformational leadership and psychological capital could, directly and indirectly, influence OCB and substantially affect work engagement as the mediator. Furthermore, male counselors with OCB were more dominantly influenced by work engagement, whereas female counselors were by transformational leadership. The results of this study can be used as a basis for policy recommendations by organizational management, especially organizations in the public service. This research has strengthened the empirical foundation on voluntary extra-role behavior and initiatives that can improve organizational effectiveness. This behavior can be manifested by strengthening psychological capital, transformational leadership, and work engagement.

조직 구성원의 사회적 책임 행동: 개념 검토를 중심으로

Despite the fact that employees, not just organizations, can implement or
 initiate corporate social responsibility (CSR) activities, research on socially
 responsible behaviors initiated by employees has been relatively limited.
 Although there has been growing interest in employees’ socially responsible
 behavior of late, there remains a need to examine the broader concept and
 meaning of socially responsible behavior.
 As such, this study, recognizing the need for research to enhance the conceptual
 understanding of employees’ socially responsible behavior, reviewed the concept
 and meaning of employees’ socially responsible behavior based on commonly
 used definitions from previous research. Specifically, we thoroughly
 examined the concept of socially responsible behavior by posing questions
 about three defining components: the actor (whether socially responsible behavior
 is exclusively carried out by members of organizations conducting CSR
 activities), the intention (whether it always aims to enhance the well-being
 of stakeholders), and the behavior type (whether it is solely at the discretion
 of the members or always serves a functional role within the organization).
 Through discussions on these questions, it is proposed that employees’ socially
 responsible behavior can be defined as in-role⋅extra-role behavior of organizational
 members, aimed at either directly or indirectly enhancing the well-being
 of stakeholders or avoiding harm, and it may have a positive impact on the
 organization in the long run. Based on this discussion, at the end of the study,
 future research directions related to employees’ socially responsible behavior
 were proposed in terms of measurement, antecedents, and consequences.

Servant Leadership Knowledge Structures: A Bibliometric Review

Servant leadership is an emerging approach that appears timely debate for scientific progress in leadership research. There have been several qualitative, quantitative, and systematic reviews on servant leadership. Surprisingly, there needs to be more research using bibliometric analysis on servant leadership. For this reason, this study addresses methodological limitations by using a bibliometric review to analyze and visualize the historical background of servant leadership, its present state of knowledge structures and emerging trends. To do so, we included a sample of 214 peer-reviewed articles over the period 2004 to 2022 by using the Web of Science (WoS) database. The bibliometric analysis revealed three major clusters in servant leadership: (1) Servant leadership and innovativeness, (2) Servant leadership with employees' extra-role behaviours and personality traits, (3) Attitudinal and behavioural employee outcomes such as emotional labour and ethical followers. Significantly, our contribution recognizes more nuanced results than previously partially identified and highlights servant leadership research. This study also opens a fresh avenue for future scholars by providing future research questions.

How family motivation affects Chinese hotel employees' extra-role behaviors: A serial mediation model from an instrumental perspective

Hospitality management research pays much attention to how work-related factors affect employees’ extra-role behaviors, while the potential role of work-family factors seems to be neglected. Using a sample of employees and their direct supervisors from several five-star hotels in China, a three-wave survey study was conducted to explore the effects of family motivation on employees' organizational citizenship behaviors (OCBs) and voice behaviors, as well as to clarify the underlying mechanisms. The results show that family motivation stimulates employees to see their jobs as a means to obtain financial rewards to support their families (i.e., job instrumentality) and then to be more concerned about their jobs’ security. Further, job security concern would enhance employees’ impression management motives, leading to more OCBs toward different targets while inhibiting voice behaviors. Implications for family motivation and extra-role behaviors research and practice are discussed.

Mapping progress in hospitality CSR research: A bibliometric review from 2006 to 2023

Corporate social responsibility (CSR) challenges the conventional wisdom of profit-centric hospitality operations. This study offers a comprehensive assessment of CSR within the hospitality industry (HCSR), a field characterized by richness yet fragmentation. We conducted a thorough review using bibliometric and thematic content analyses of 765 peer-reviewed articles in English. Our analysis reveals three key research themes: firm-level HCSR research, employee-level HCSR research, and customer-level HCSR research. The firm-level HCSR research delves into four distinct subthemes: HCSR dimensions and forms, HCSR predictors, the interrelation between HCSR and corporate financial performance (CFP), as well as the interplay of HCSR and COVID-19 context. Employee-level and customer-level HCSR research concentrates on elucidating the impact of HCSR on individual in-role and extra-role behaviors, as well as its impact on the quality of relationships between individuals and hospitality firms. Our work contributes to a comprehensive understanding of the HCSR landscape and complements market-focused strategies in hospitality operations.

Are You So Good That They Cannot Ignore You? Effect of Coworker Support on Knowledge Sharing Through an Affective Events Theory Perspective

Drawing on affective events theory, this study considers knowledge sharing as an outcome of emotional responses resulting from an individual’s experience of workplace events. This study aimed to empirically examine how coworker support as a work event encourages employees’ knowledge contribution and knowledge-seeking behaviors through feelings of vitality. A structured, questionnaire-based survey was administered to 430 employees of knowledge-based organizations in India. The retrieved data were further analyzed using structural equation modeling. The results indicate that perceived coworker support positively influences the knowledge contribution and knowledge-seeking behavior of individuals in the workplace. Furthermore, vitality mediated the positive association between perceived coworker support and knowledge sharing. This implies that the perception of coworker support in the workplace augments employees’ feelings of vitality, which further motivates them to contribute to and seek knowledge from coworkers. Therefore, this study critically underscores the existence of a “performance loop” in knowledge sharing, as coworkers find it difficult to bypass an employee because of their outstanding performance and the fact that the same virtuous cycle elicits greater knowledge sharing by coworkers. Such perceived goodwill makes employees so good that they cannot be ignored within an organizational setting. This is a pioneering study investigating how coworker support in the workplace stimulates knowledge sharing among employees by considering the mediating effect of feelings of vitality. This study also contributes to the positive psychology and knowledge management literature by revealing the implications of vitality for extra-role behaviors such as knowledge sharing.

FOSTERING ORGANIZATIONAL CITIZENSHIP BEHAVIOR BY DEVELOPING ORGANIZATIONAL CULTURE THROUGH WORK ENGAGEMENT

In the hospital industry, patient- and family-centered care is a key factor that measures hospital management performance. Hospital management requires the support of quality resources, especially human resources, who directly provide services to their customers. Therefore, Organizational Citizenship Behavior (OCB), known as extra role behavior from employees, is highly effective to apply because it can lead employees to deliver performance that goes beyond just performing their formal duties. The purpose of this study was to analyze the effect of organizational culture and leadership style on the OCB of employees in A Class A- Noncommunicable disease hospital in Jakarta through Work Engagement. The research method used a quantitative method with a sample of 260 employees. The hypotheses were tested through the SEM (Structural Equation Model) method with the SmartPLS3.0 application and SPSS version 27. The results showed that organizational culture, leadership style and work engagement affected OCB simultaneously. Organizational culture and leadership style were positively related to work engagement and OCB among employees. Meanwhile, leadership style affected OCB through work engagement. Having employees who demonstrate OCB is crucial to the hospitals to provide quality service delivery. Hence, maintain the stability of a positive organizational culture are required to improve work engagement amongst employee such as employee career development strategies and holding togetherness events that may increase work engagement thereby motivating employees to carry out OCB.