Extra-role Behavior Research Articles

Antecedents and consequences of organization engagement in nonprofit organizations: the case of sport clubs

PurposeThis paper investigates the role of organization engagement and extra-role behavior in nonprofit sport clubs and examines how team dynamics and eudaimonic well-being in sport club members are influential for organization engagement. We further investigate the moderating influence of organizational tenure between team reflexivity and team identification.Design/methodology/approachWe collected data from 545 sport club members in the UK and applied structural equation modeling (SPSS AMOS 29) to test the research model.FindingsThe results show that organization engagement is positively associated with extra-role behavior, except the social dimension of engagement, which is negatively associated. We established that team identification and eudaimonic well-being fully mediate the association between team reflexivity and organization engagement. The moderating effect of organizational tenure supports that team reflexivity is more effective for members with short-term tenure to strengthen team identification.Practical implicationsManagers in sport clubs are advised to consider the type of information exchanged, the way it is discussed, the intensity or regularity of team reflexivity and the degree of interactivity between members as critical factors that influence team dynamics and organization engagement.Originality/valueWe contribute to research in two major ways. First, we extend previous research on organization engagement by offering a multidimensional investigation of organization engagement in a nonprofit sport club context. Second, we extend previous research on organization engagement by introducing new antecedents and consequences in this context.

Navigating the COVID-19 crisis: astudy of healthcare leadership response in India and the USA.

The COVID-19 pandemic has reignited the debate on effective leadership during a crisis. The study examined healthcare leaders' experiences, challenges and responses amid the COVID-19 crisis in India and the USA. Thematic analysis culminated in developing a thematic framework that encapsulates the behavior of operational healthcare leaders in India and the USA to illustrate how they responded to the global pandemic. Twelve hospital leadership experiences were collected through in-depth Interviews. The study highlighted comparable experiences and leadership responses from the USA and India. Thematic framework induced from three themes and eight sub-themes to illustrate how leaders handled unknown challenges of the pandemic, which they countered with increased accountability as a leader, extended need-based networking with inevitable experience of self-role distance, leading to their pragmatic approach and reinforcement of self-belief. The study findings provide a way forward for revisiting existing crisis management frameworks and cross-cultural leadership theories in terms of behavioral aspects integration with the technical or operational aspects of crisis management. Healthcare leaders aiming to rebuild hospital systems would benefit from the study by incorporating identified skills such as coping with emotional labor, self-role distance, perseverance, pragmatic approach, networking with extended stakeholders, and extra-role behaviors into training and mentoring programs. Using a thematic analysis approach, the study's two-country research design identified a homogeneous leadership response despite a distinct countrywide context.

Linking ethical leadership to extra-role behaviors: The roles of communal orientation and harmonious work passion

Linking ethical leadership to extra-role behaviors: The roles of communal orientation and harmonious work passion

호텔 직원의 문화적 역량이 잡크래프팅 및 친사회적 서비스 행동에 미치는 영향

This study aimed to confirm the effect of hotel employees' cultural competence on job crafting and pro-social service behavior. Accordingly, this study classified cultural competence into cultural awareness, knowledge, and experience, job crafting into task, relational, and cognitive crafting, and pro-social service behavior into extra-role behavior, role-prescribed service behavior and employee cooperation, and attempted to examine the relationships among these variables. To this end, data for empirical analysis were collected and analyzed from 209 employees of five-star hotels in Seoul. The empirical analysis results showed that the sub-factors of cultural competence of hotel employees generally had a positive effect on job crafting. However, among cultural competence, cultural awareness was found to have a positive effect on task and cognitive crafting, but not on relational crafting. In addition, it was confirmed that the sub-factors of hotel employees' job crafting generally had a positive effect on pro-social service behavior. However, cognitive crafting, a sub-element of job crafting, was found to have no effect on extra-role behavior, a sub-element of prosocial service behavior. The results of this study suggest implications for the importance of competencies and job crafting necessary for hotel employees to improve pro-social service behaviors in responding appropriately to domestic and foreign customers.

The relationship between inclusive leadership, organizational justice, work engagement and organizational citizenship behavior in healthcare workers.

Based on social exchange theory, this study aims to determine the relationship between inclusive leadership in their managers and organizational justice perceived by healthcare workers and work engagement and organizational citizenship behavior. A cross-sectional and correlational study was performed by healthcare workers (n = 330) working in a city hospital for at least six months in Türkiye. Descriptive statistics, correlation and regression analysis were used in data analysis. The hypotheses were tested using Hayes' PROCESS macro (v4.1). It was determined that inclusive leadership had a positive significant effect on organizational justice, work engagement and organizational citizenship behavior; and organizational justice had a positive significant effect on work engagement and organizational citizenship behavior. In addition, it was found that work engagement also had a significant effect on organizational citizenship behavior. It was found that organizational justice had a partial mediating role between inclusive leadership and work engagement, while its mediating role between inclusive leadership and organizational citizenship behavior was not statistically significant. In addition, work engagement was found to have a partial mediating role in the effect of inclusive leadership on organizational citizenship behavior. The limitations of this study can be summarized as follows: First, the data were collected from the employees in a hospital based on the self-reports of the participants. The fact that the study used a cross-sectional design limited the establishment of a causal relationship between variables. Since the study was planned during the COVID-19 period, the participants were reached through convenience sampling. Isolation measures due to the pandemic led to a lower response rate than expected. To reveal more generalizable results, it may be recommended to collect the data at different periods in future studies and to include different types of healthcare institutions. Inclusive leadership of the healthcare managers will lead to positive employee outcomes by preventing the disadvantages brought by internal conflict in the work environment. This study indicates that managers' inclusive leadership style will improve perceived organizational justice and work engagement and will lead employees to exhibit the desired extra-role behavior, such as organizational citizenship behavior.

Unveiling the Influence of Perceived Organizational Support on Work Engagement and Organizational Citizenship Behavior

The hospitality industry in Bali has shown significant recovery after the impact of COVID-19. However, the industry is experiencing substantial changes in operations and human resource management strategies, one of which is the importance of employees exhibiting extra-role behaviors. This study explores the relationship between Perceived Organizational Support (POS), work engagement (WE), and organizational citizenship behavior (OCB) in four-star accommodation in Bali, where the results of a study of 130 hotel employees showed that WE mediates the relationship between POS and OCB. POS significantly influenced OCB and WE. The research findings specifically show that POS is very important in promoting OCB. This study uses social exchange theory to emphasize that POS can increase WE and OCB. This suggests that the role of the organization is crucial in ensuring employees feel valued and cared for in terms of their assistance and welfare. Keywords: organizational citizenship behavior; perceived organizational support; work engagement

Constructive and Destructive Voice Behaviors in Cooperatives: The Role of Intrinsic and Extrinsic Motivational Drives

This study aims to understand how job satisfaction relates to constructive and destructive voice in cooperatives by developing an integrated theoretical model that combines Social Exchange Theory (SET) and Motivational Synergy Theory (MST). We investigate the underlying motivational explanation by adopting a follower-centric perspective and focusing on intrinsic and extrinsic factors related to leadership styles and performance-based rewards. The empirical mediation analyses of 300 workers of Italian cooperatives show specific associations of job satisfaction with constructive and destructive voice via transformational and transactional leadership and performance-based rewards. Unlike most existing literature, this study considers employee voice as an extra-role behavior that can be positive (constructive) or negative (destructive) for the organization. Moreover, it brings new theoretical perspectives to the voice debate by combining SET and MST, thus developing fertile grounds for further studies. Finally, it extends existing knowledge about employee voice to the under-investigated but highly relevant context of cooperatives.

Going the Extra Mile: What Drives Employee Voluntarism in Public Sector Organizations?

This research intends to investigate the impact of employee age and innovative work climate on the relationship between supportive supervisory roles and employee acts of voluntarism. Using a large cross-sectional survey of the Australian Public Service we find that the influence of supportive supervisors on employees’ acts of voluntarism and extra role behaviors at work is higher amongst younger employees. This indicates that younger employees are more likely to engage in acts of voluntarism as a result of supportive supervisory roles. Findings also indicate that innovative work climate accentuates the relationship between supportive supervisory behaviors and acts of voluntarism. Employees who experience high levels of innovative work climate and high levels of support from supervisors tend to display higher levels of voluntarism and extra role behaviors at work. These findings have several theoretical and practical implications.

A watched pot never boils: how appraisals of supervisor remote monitoring influence remote workers’ voice and silence

ABSTRACT A significant percentage of the global workforce is now working remotely, thus prompting managers and organisations to adopt practices geared towards monitoring a remote workforce. Although remote monitoring practices provide managers with information regarding employee work progress and productivity, our understanding of how, why, and under what conditions such practices impact employees’ willingness to engage in voluntary extra-role behaviour intended to improve organisational functioning is limited. Drawing from the challenge-hindrance stress framework, our research provides insight into this issue. Specifically, we propose that the two types of remote monitoring (interactional and observational) will be appraised as stressful work demands that will differentially influence employees’ voice and silence. More precisely, we predict that interactional remote monitoring engenders voice because this form of monitoring tends to be appraised as a challenge, and that observational remote monitoring encourages silence because this form of monitoring tends to be appraised as a hindrance. Additionally, we argue that the complexity of one’s job will intensify the predicted indirect effects of interactional monitoring and observational monitoring paths on voice and silence, respectively. Results from two studies of remote workers largely support our predictions. We discuss implications to theory, research, and practice.

Pengaruh Servant Leadership Terhadap Organizational Citizenship Behavior Dengan Kepuasan Kerja Sebagai Variabel Mediasi

Organizational Citizenship has a positive impact on organizational effectiveness. One factor that can effect OCB is servant leadership, namely a leadership style that focuses on serving team members. Job satisfaction acts as a intervening variable in this research, where job satisfaction is a variable that bridges the effect of servant leadership on OCB. This research aims to analyze and explain the effect of servant leadership on OCB with job satisfaction as a mediating variable. By using a quantitative approach, this research is expected to provide insight into how servant leadership can encourage OCB behavior by increasing employee job satisfaction. This research was conducted on employees of the CV operational division. Bali Harmoni Bali Zoo, with a total sample of 75 employees obtained using the saturated sampling method. Data collection was carried out by interviews and distributing questionnaires. The analysis technique used is Structural Equation Modeling (SEM) using the Partial Least Square (PLS) approach. The results of the analysis show that 1) servant leadership has a positive and significant effect on employee OCB, 2) servant leadership has a positive and significant effect on employee job satisfaction, 3) job satisfaction has a positive and significant effect on employee OCB, 4) job satisfaction mediates the effect of servant leadership on Employee OCB. The implications of this research theoretically support the findings of previous research through the perspective of social exchange theory. The practical Behavior is extra-role behavior carried out voluntarily by employees and implications of this research provide a policy reference for organizational leaders and management to increase employee OCB through servant leadership and job satisfaction.

Interaction Mechanism between Inter-Organizational Relationship Cognition and Engineering Project Value Added from the Perspective of Dynamic Impact

Projects involve inter-organizational relationship cognition, which is central to collaborative engineering project value added. Interest in value added in the project lifecycle is mounting and gaining increasing attention in the research literature. However, little is known about how inter-organizational relationship cognition facilitates value added and how such cognition pushes a project toward higher end-states of value. The existing literature mainly analyzes and studies value added on functional analysis and cost control. There are predominantly static analyses of the factors that influence value added in studies. The guiding role of value added has not been adequately explored in the studies on the influencing factors of value added. Utilizing a combination of Structural Equation Modeling (SEM) and Fuzzy Cognitive Maps (FCMs), this study addresses how inter-organizational relationship cognition influences engineering project value added, identifying complex structures of interaction and cognition dynamics. Results indicate that: (1) A hybrid SEM–FCM method can be able to model dynamic interactions between inter-organizational relationship cognition and value added; (2) trust and shared vision have positive effects on in-role behavior and extra-role behavior. Shared vision has a negative effect on opportunistic behavior. In-role behavior and extra-role behavior have a positive impact on value added, while opportunistic behavior has a negative impact. Organizational behavior is an important mediating variable to explain the interaction between inter-organizational relationship cognitions and value added. This hybrid method explores the potential mechanisms of inter-organizational relationship cognition on project value added from novel perspectives on construction project management practices, proposing practical advice for further project management.

Effects of performance appraisal on employees’ extra-role behaviors and turnover intentions – A parallel mediation model

PurposeResearch on the underlying mechanisms that transfer the effects of performance appraisal (PA) on employees’ behaviors and intentions remains scarce. The social exchange view of performance appraisal can be a source of deeper understanding about these underlying mechanisms. This study aims to investigate how psychological empowerment (PE) and organizational commitment (OC) explain the link between performance appraisal and three important distal outcomes: voice behavior (VB), organizational citizenship behavior (OCB), and turnover intentions (TOI).Design/methodology/approachThe current study utilizes two wave – two source data from a sample of 250 employees and their supervisors from private organizations in Pakistan and tested the mediation model using SMART-PLS.FindingsResults demonstrated that organizational commitment mediated the effects of performance appraisal on VB, OCB, and TOI, whereas psychological empowerment mediated the effects of performance appraisal on VB and OCB. These results have significant implications for theory and practice.Originality/valueThis study adopts the social exchange perspective to examine the mediation mechanisms linking PA with the three distal outcomes: VB, OCB and TOI. The paper identifies two novel mediators of PA – outcome relationship, i.e., psychological empowerment and organizational commitment.

Determination Of Factors That Can Improve Employee Performance

Organizational Citizenship Behavior and Organizational Commitment are critical factors in improving employee performance and overall organizational effectiveness. OCB refers to voluntary, extra-role behaviors that contribute to organizational efficiency and social environment, while Organizational Commitment reflects the psychological attachment and loyalty of employees to their organization. This research focuses on the interplay between these variables and their combined effect on employee performance. This study aims to evaluate the effects of organizational commitment and organizational citizenship behavior (OCB) on worker performance. Associative research was the methodology employed in this study. The 108 employees or former employees of PT PG Rajawali II make up the study's population. Multiple linear regression was used by the analytical tool. The results showed that organizational commitment and organizational citizenship behavior (OCB) have an impact on worker performance at PT PG Rajawali II. Multiple linear regressin result is Y= 1.239 + 0.235 X1 + 0.71 X2 Employee performance can be enhanced for the benefit of the company and the individual by staff members who possess OCB and organizational commitment. To boost staff performance, PT PG Rajawali II should uphold and enhance the standard of corporate commitment and citizenship conduct.

Elevated emotions, elevated ideas: the CSR-employee creativity nexus in hospitality

PurposeThe competitive nature of the hospitality industry necessitates continual adaptation and innovation. While standardization can stifle creativity, CSR has the potential to enhance employee extra-role behaviors, including creativity. The existing literature on the relationship between CSR and employee creativity is sparse, especially in developing countries, and tends to overlook the importance of emotions. This research was designed to investigate the relationship between CSR and employee creativity in the hospitality sector of an emerging economy, with a focus on the mediating effects of emotions like employee admiration and happiness and the moderating role of employees' altruistic values.Design/methodology/approachData were collected from 428 hospitality employees using questionnaires. Analysis was conducted using the SMART-PLS software.FindingsCSR has a notable influence on creativity. Emotions, specifically employee admiration and happiness, along with personal values, were found to play significant mediating and moderating roles in the CSR-employee creativity relationship.Practical implicationsThe findings provide valuable insights for hospitality managers, suggesting that CSR initiatives can be leveraged to enhance competitive advantages by promoting employee creativity. The study underscores the importance of understanding the emotional and value-based dimensions of employees about CSR initiatives.Originality/valueThis research fills a critical gap in the literature, particularly in the context of emerging economies, by examining the emotional facets of the CSR-employee creativity relationship. The study’s emphasis on emotional mediators and altruistic values as moderators in the said relationship adds a unique dimension to the discourse, enriching the understanding of how CSR can influence hospitality employees' creative outcomes.

The Ripple Effect of Career Compromise on Feedback-Seeking and Extra-Role Behaviors

The Ripple Effect of Career Compromise on Feedback-Seeking and Extra-Role Behaviors

Beyond Books: Exploring the Relationship Between Entrepreneurial Learning and Extra-Role Behavior

Beyond Books: Exploring the Relationship Between Entrepreneurial Learning and Extra-Role Behavior

Employee social impact behavior scale: conceptualization, measure development and validation

PurposeWhile existing research in organizational behavior has explored such constructs as perceived social impact and extra-role behaviors, there remains a limited understanding of how employees can make positive changes inside and outside the organization within their professional roles. This study aims to bridge the existing research gap by introducing a novel construct, Employee Social Impact Behavior (ESIB), alongside developing and validating a corresponding scale, the Employee Social Impact Behavior Scale (ESIBS), to measure employees' contributions both within their organizations and toward broader societal welfare.Design/methodology/approachThe authors used Hinkin’s (1998) psychometric methodology to develop and validate the ESIBS. The process encompassed initial item generation, item reduction with reliability estimation, confirmatory factor analysis and convergent and discriminant validity examination. The authors used data from diverse samples to find that the ESIBS had a consistent unidimensional structure.FindingsThe scale exhibits both convergent and discriminant validity, and criterion-related validity is demonstrated through the scale’s relation with related constructs such as perceived social impact and extra-role behaviors. Overall, the ESIB is found to be a reliable and valid measure.Originality/valueThis study unveils a validated ESIB construct, serving both researchers and practitioners to assess impactful employee behaviors within organizations and toward society. This marks a pivotal enhancement in measuring contributions that extend beyond traditional organizational roles to broader societal change.

How Corporate Social Responsibility Motivation Drives Customer Extra-Role Behavior and Green Purchase Intentions: The Role of Ethical Corporate Identity

This study investigates the relationship between the motives behind CSR and consumer extra-role behavior, as well as green purchase intention, specifically within the hospitality industry of an emerging market. This study uses two scenario-based experiments with high and low CSR fit contexts to examine how ethical corporate identity moderates the relationship. Both studies examine the impact of customers’ perceptions of a company’s CSR motivation (public-serving or firm-serving), on their extra-role behavior towards the company and intention to make green purchases. This influence is particularly relevant when the company actively communicates its ethical identity. The first study is conducted within a high-fit setting where the company’s locus aligns with its CSR program. In contrast, the second study replicates the research in a low-fit situation. The results indicate that CSR activities have a favorable effect on customer extra-role behavior and green purchasing intention, regardless of the CSR fit contexts. This effect is shown when the company’s ethical stance is known before engaging in CSR activities and when the goal is to serve the firm. Nevertheless, these endeavors demonstrate limited efficacy in prompting such conduct when the organization’s ethical identity remains implicit, even within a context driven by a desire to serve the public.

Relationship between Personal Ethics and Burnout: The Unexpected Influence of Affective Commitment

Objective: Ethical climates and their influence on emotional health have been the subject of intense debates. However, Personal Ethics as a potential resource that can mitigate Burnout syndrome has gone unnoticed. Therefore, the main objective of this study is to examine the effect of Personal Ethics on the three dimensions that constitute Burnout, considering the moderating influence of Affective Commitment. Design/methodology: A model consisting of three simple moderations is used to solve this question. The sample includes 448 professionals from the Colombian electricity sector with university-qualified education. Findings: Personal Ethics mitigates Emotional Exhaustion and Depersonalization, but it is not related to Personal Realization. Affective Commitment, unexpectedly, has an inverse moderating effect. In other words, as this type of commitment intensifies, the positive impact of Personal Ethics on Burnout and Depersonalization decreases until it disappears. Furthermore, Affective Commitment does not influence the dynamic between Personal Ethics and self-realization. Research limitations/implications: A longitudinal study would strengthen the causal relationships established in this research. Practical implications: Alignment of values between the individual and the organization is crucial. In fact, integration between the organization and its personnel through organic, open and connected structures increases psychological well-being through values linked to benevolence and understanding. Social implications: Employees’ emotional health is transcendental beyond the organizational level, as it has a significant impact on personal and family interactions beyond the workplace. Originality/value: The potential adverse repercussion of Affective Commitment has been barely examined. Additionally, Personal Ethics, when intensified by high Affective Commitment, can lead to extra-role behaviors that transform what is voluntary into a moral imperative. This situation could generate emotional fractures and a decrease in achievement. This perspective, compared to previous research, introduces an innovative element.

Exploring the Role of Organizational Culture in Developing Organizational Citizenship Behavior (OCB) through the Implementation of Learning Organization and Information Technology in SMEs

Organizational Citizenship Behavior (OCB) refers to employees' extra-role behaviors that support the overall functioning of an organization. In the context of Small and Medium Enterprises (SMEs), the combination of a strong organizational culture, the implementation of a learning organization approach, and the utilization of Information Technology (IT) can create synergies that foster the development of OCB. The aim of this research is to explore how organizational culture can foster OCB through the implementation of a learning organization and information technology in SMEs. This study is a literature review employing a qualitative approach. Data were collected from scholarly articles obtained through Google Scholar from 1995 to 2024 using relevant keywords. The findings indicate that in the context of globalization and rapid technological advancement, the role of organizational culture, the implementation of learning organization concepts, and the use of information technology are key factors in developing OCB in MSMEs. OCB, encompassing voluntary behaviors beyond official duties, has a significant positive impact on productivity and overall organizational performance. A strong organizational culture, the principles of a learning organization, and prudent information technology usage can synergistically work to enhance OCB in SMEs.