Role In Behavior Research Articles

‘Possunt, quia posse videntur’: They can because they think they can. Development and validation of the Work Self-Efficacy scale: Evidence from two studies

Self-efficacy (SE) has been recognised as a pervasive mechanism of human agency influencing motivation, performance and well-being. In the organisational literature, it has been mainly assessed in relation to job tasks, leaving the emotional and interpersonal domains quite unexplored, despite their relevance. We aim to fill this gap by presenting a multidimensional work self-efficacy (W-SE) scale that assesses employees' perceived capability to manage tasks (task SE), negative emotions in stressful situations (negative emotional SE), and their conduct in social interactions, in terms of both defending their own point of view (assertive SE) and understanding others' states and needs (empathic SE). Results from two independent studies (Study 1, N = 2192 employees; Study 2, N = 700 employees) adopting both variable- and person-centred approaches support the validity of the scale. Findings of factor analyses suggest a bi-factor model positing a global W-SE factor and four specific W-SEs, which are invariant across gender and career stages. Multiple regressions show that global W-SE is associated with all considered criteria, task SE is associated positively with in-role behaviours and negatively with counterproductive behaviours; negative emotional SE is negatively associated with negative emotions and health-related symptoms; empathic SE is positively associated with extra-role behaviour; and, unexpectedly, assertive SE is positively associated with counterproductive work behaviour. However, results from a Latent Profile Analysis showed that the relationship between the SEs and criteria is complex, and that W-SE dimensions combine into different patterns, identifying four SE configurations associated with different levels of adjustment.

The impacts of abusive supervision on in-role and innovative behavior, mediating by psychological ownership

The impacts of abusive supervision on in-role and innovative behavior, mediating by psychological ownership

Owner’s Risk Allocation and Contractor’s Role Behavior in a Project: A Parallel-mediation Model

Risk allocation decisions are of critical importance in project management. The present study proposes an explanation for how risk allocation in a contract motivates a contractor to cooperate with a project owner. Theories of risk allocation and trust were used to motivate the research. Using a survey methodology, we collected data concerning 124 construction projects in China. We found that risk allocation influenced the contractor’s role behavior through the contractor’s feeling of being trusted but not the contractor’s trust in the owner. Feeling of being trusted partially mediated the effect of risk allocation on the contractor’s in-role (i.e., contractual) behavior and fully mediated the effect on extra-role behavior. The study introduces a social and psychological view of the impacts of risk allocation to the project and engineering management literature. We contribute to theory by arguing and demonstrating the mediating effect of trust on the relationship between risk allocation and contractor behavior. From a practical standpoint, we conclude that contractual risk allocation has a significant impact on building a trusting relationship between owners and contractors and that contractors who feel trusted perform both contractually mandated actions and actions external to the contract more diligently, resulting in the likelihood of improved outcomes for both parties.

The Effect of Empowering Leadership on Leader-Member Exchange, Leader Trust and In-role Behavior

The Effect of Empowering Leadership on Leader-Member Exchange, Leader Trust and In-role Behavior

The Effect of Adhocracy Organizational Culture on In-Role Behavior Performance : The Mediating Role of Learning Motivation

본 연구의 목적은 세 가지 변수들 - 혁신적 조직문화, 학습 동기 및 역할 내 성과 사이의 구조적 관계를 탐색하는 데 있다. 조직문화는 조직의 재무 및 비재무 성과와 긍정적인 관계가 있다. 조직 내 혁신적 자발적 문화 환경을 조성하기 위해서는 조직의 성과에 따라 학습 동기 부여가 필요하다. 온라인 설문 조사 방법을 사용하여 428개의 완전한 응답이 2주 동안 수집되어 최종 데이터 세트에 활용되었다. 이 연구에서는 LISREL 8.8을 사용하여 정규성, 신뢰성, 상관관계 및 동일 방법편이와 같은 기술 통계를 사용하였고 구조방정식 모델링 (SEM)을 사용했다. 결과적으로 경험적으로 변수들 간의 직접적이고 간접적인 긍정적 관계가 모두 통계적으로 유의미하다는 것을 보여준다. 혁신적 조직 문화가 조직 구성원들의 학습 동기에 영향을 주어 적절한 역할 내 성과를 얻는 영향을 미칠 수 있음을 나타내었다. 게다가, 학습 동기는 혁신적 조직문화와 역할 내 성과 간에 매개역할을 한다는 것도 보여주었다. 연구에 따르면 조직 내에서의 학습 동기가 있는 상황에서 조직 구성원이 직무를 수행할 때 조직 내에서 역할 수행 성능이 향상된다는 사실을 발견하였다. 우리의 연구결과는 연구자와 실무자에게 몇 가지 중요한 함의를 제공한다.The purpose of the current study is to investigate the structural relationships among three research variables-adhocracy organizational culture, learning motivation, and in-role behavior performance. Organizational culture has a positive relationship with the financial and non-financial performance of organizations. In order to build the adhocracy and spontaneous environment of culture in the organization, it is necessary to bring up learning motivation according to the outcomes of the organization. The result implies that adhocracy organizational culture might impact on employees’ motivation to learn to get proper in-role behavior performance. Moreover, the results also demonstrate that learning motivation has a mediating role between adhocracy organizational culture and in-role behavior performance. Studies found that organizational in-role behavior performance is improved when employees perform their jobs while in circumstances with learning motivation enacted in the organization. Our findings provide several important implications for researchers and practitioners.

Predictors of safety training transfer support as in-role behavior of occupational health and safety professionals

PurposeThe purpose of this study is to identify individual and contextual influences on in-house safety trainers’ role orientation toward the transfer of training (TT).Design/methodology/approachThe authors tested a model where felt-responsibility for TT mediates the influence of job resources (i.e. autonomy, access to resources, access to information and organizational support) on trainers’ definition of their role and where training safety climate exerts a moderator effect. Data were collected from 201 Occupational Health and Safety (OHS) professionals, all in-house safety trainers, of large public and private companies. Structural equation modeling was used to test the hypotheses.FindingsThe model highlighted the mediating influence of felt-responsibility in the interplay between job resources and role orientation, the moderating influence of safety climate on the relationship of autonomy and organizational support on role definition, but not access to resources and access to information on role definition in the TT. Results suggest that how much safety trainers consider supporting the TT as a part of their overall role is affected by autonomy and organizational support through a sense of responsibility regarding training results, and these effects are influenced by the perceived importance of safety training to the organization.Research limitations/implicationsThe study is cross-sectional and used self-reported data, meaning that causal inferences should be carefully drawn. Further studies should explore other sources of influence over felt-responsibility, for example, supervisors’ support for transfer, the relationship between how in-house safety trainers define their role in the transfer process and trainees’ effective application of their new knowledge and skills.Practical implicationsCompanies should overtly signal the importance of safety training to in-house safety trainers because it will elicit, by reciprocity, a greater sense of personal responsibility and increased efforts concerning training success.Originality/valueNo previous research looked at how in-house trainers define their role in the TT, as well as the individual and contextual factors that influence their efforts toward the efficacy of training.

ACCENTUATING THE POSITIVE ORGANIZATIONAL BEHAVIOUR AND WORK ENGAGEMENT CONCEPTS TOWARDS JOB PERFORMANCE QUALITY OF PUBLIC SECTOR STAFF IN WILAYAH PERSEKUTUAN PUTRAJAYA

This study is directed to answer the utilization of positive organization behaviour (POB) theory to encourage the actual state-like psychological resource capacities such as self-efficacy, hope, optimism, and resilience to ascertain workforce capabilities and issues of job performance quality aspects of in-role behaviour and extra-role behaviour, which the researcher believes it can contribute to the development of the workforce. The questions and relationship of many factors towards job performance quality has been widely debated in human resources field, with scholars discusses various facets such as psychological well-being, performance appraisal, and workplace environment, however the application and implementation of POB are still less discussed in the Asia country as a whole and Malaysia context as compared to the Western region. This study will also examine the moderating effects of work engagement on the relationship of POB and job performance capabilities among public sector staff in Wilayah Persekutuan Putrajaya, which focuses to the “Pegawai Tadbir dan Diplomatik” (PTD) officer with the current service year maximum of 5 years. Data will be collected via questionnaires and the study will be using SPSS and AMOS to analyse the data. A quantitative study will be conducted towards the process of gaining data and a result regarding POB, work engagement and job performance quality to uncover the philosophy of organizational behaviour with the psychology adding concept and directly it hopes to reveal its antecedents and consequences. Therefore, the findings will be expected to show the effects of POB and work engagement in job performance capabilities which substantial for the public sector staff in order to improve their service quality and higher performance.

Role stressors, engagement and work behaviours: a study of higher education professional staff

ABSTRACTThe study used data provided by 349 professional staff employees from 17 different US higher education institutions to assess aspects of their working conditions that could influence their own work engagement and the work-related behaviours of their colleagues. Relationships among three role stressors (role ambiguity, role conflict and role overload), work engagement, organisational citizenship behaviours, and in-role behaviours were examined using correlation, regression and relative weight analyses. The higher participants’ perceptions of role ambiguity, conflict and overload, the lower were the levels of their own work engagement and organizational citizenship and in-role behaviours of their colleagues. Work engagement partially mediated the relationships between role ambiguity, conflict and overload and both organizational citizenship and in-role behaviours. The analysis indicated that role ambiguity had the strongest relationship with work engagement, organisational citizenship and in-role behaviours, followed by role conflict and then by role overload. Practical implications are discussed and managerial interventions suggested.

The mediating effects of in-role and extra-role behaviors on the relationship between control and software-project performance

Research on project controls has mainly focused either on their direct effect on project outcomes, or on the joint effect of controls and other factors on such outcomes. A few studies have examined the impact of control mechanisms on teamwork processes, usually with the aim of ascertaining why a particular mechanism is needed, or how control affects final outcomes. This study goes further, exploring control mechanisms' influence on teamwork and how this influence, in turn, leads to changes in project performance. Moreover, while many past studies have only examined the extent to which controlees can effectively perform their tasks, this one looks at in-role and extra-role behaviors as process variables; and, instead of treating control as a single undifferentiated phenomenon, it models the integrated effects of formal and informal (clan) control on projects. Analysis of data collected from 220 practitioners shows that both types of formal control mechanisms and clan control had distinctive impacts on both in-role and extra-role behaviors, and that both these behavior types had identifiable impacts on project performance. When formal and clan control mechanisms were applied simultaneously, in-role behavior was reduced and extra-role behavior increased. We conclude with a discussion of our findings' implications for past and future control studies as well as for practitioners.

Value co-creation: The role of actor competence

Adopting a Service-Dominant Logic lens, recent research within industrial marketing contexts increasingly recognizes the role of operant resources in value co-creation. Incumbent within operant resources is actor competence. Despite this, an investigation into the role of actor competence in value co-creating processes is scant and the competence literature, in general, has tended to concentrate on specialized knowledge and skills based interpretations that potentially restrict our understanding of the construct. To address this gap, this research adopts a phenomenological approach to explore perceived behavioral attributes of competent actors. Findings confirm two broad behaviorally based conceptualizations of competence: 1) extra-role behavior demonstrated through organizational citizenship behavior, and 2) in-role behavior demonstrated through understanding of work, and engagement behavior. To this end, the contribution of this research is twofold. First and from a theoretical perspective, it offers empirical insights into a relational based framework of competency within industrial marketing contexts. Second, and from a pragmatic perspective, this framework may aid managers in developing a broader understanding of actor competence and how such competencies may be enhanced within the workplace to optimize value co-creation.

The moderating effects of transformational leadership between basic psychological needs and Job Performance

변혁적 리더십은 추종자의 욕구를 충족시키는 주요 영향력 원인으로 작용하지만, 조직구성원의 욕구와 직무수행을 조절하는 상황요인으로 접근은 부족한 실정이다. 이에 본 연구에서는 자율성 욕구와 유능성 욕구의 역할 내 행동, 관계성 욕구의 역할 외 행동에 대한 영향력을 검증하고, 양자 관계에서 변혁적 리더십의 조절효과를 판명하고자 하였다. 연구대상은 울산지역에 소재하는 중소기업 종사자로 설정하여 221명으로부터 취득한 자료를 분석에 활용하였다. 분석결과, 자율성과 유능성 욕구의 역할 내 행동, 관계성 욕구의 역할 외 행동에 대한 긍정적 영향력이 확인되었고, 변혁적 리더십의 조절효과는 자율성 욕구와 역할 내 행동의 경로에서 강화효과와 관계성 욕구와 역할 외 행동의 경로에서 완충효과가 확인되었다. 본 연구의 이러한 결과는 조직구성원의 기본심리욕구와 수행의 관계에 있어 변혁적 리더십의 역할을 실증적으로 규명한 것으로 기본심리욕구와 변혁적 리더십 후속 연구를 위한 실무적 및 이론적 시사점을 제공하고 있다.Leadership is a main cause to satisfy followers needs, however, in the current paper, the role of leadership is considered a situation factor to enhance the impact of basic psychological needs to job performance. Specifically, the purpose of this study was to test both effects of need for autonomy and competence to in-role behavior, and impact of need for relatedness to extra-role behavior. In addition, moderating effects of transformational leadership in all paths were demonstrated. The research target was employees who have worked at small & middle size companies located in Ulsan, total 221 data was applied in analysis. In the results, both needs, autonomy and competence, were positively associated with in-role behavior and the impact of need for relatedness was adopted. In the moderation, transformational leadership moderated the paths between need for autonomy and in-role behavior, and between need for relatedness and extra-role behavior. However, the types of moderation was different, as a result, the relationship between need for autonomy and in-role behavior was supported. This results represent that the role of leadership as enhancer between needs and job performance empirically and provides practical and theoretical implications in the range of basic psychological needs.

The mediating effects of organization-based self-esteem for the relationship between workplace ostracism and workplace behaviors

PurposeThe purpose of this paper is to investigate the mediating effects of organization-based self-esteem (OBSE) for the relationship between workplace ostracism with helping behavior, voicing behavior, in-role behavior, and deviant behavior. The workplace has now become a social context where ostracism occurs and the study emphasizes how ostracism can affect workplace behaviors.Design/methodology/approachThe study was designed using a three-wave self-reported survey. Confirmatory factor analysis, structural equation modeling, and bootstrapping for indirect effects were conducted to test the study’s hypotheses.FindingsThe study found OBSE to fully mediate the relationship between workplace ostracism and helping behavior, voicing behavior, and in-role behavior, while OBSE partially mediated workplace ostracism and deviant behavior as workplace ostracism was found to have a direct effect on deviant behavior.Originality/valueThe study explores and empirically tests the mediating effects of OBSE with helping behavior, voicing behavior, in-role behavior, and deviant behavior. Therefore, the study extends research on workplace ostracism by investigating beyond the direct effects of workplace ostracism on workplace behaviors.

UNDERLYING FACTORS OF ATTITUDE AND INTENTION TOWARDS KNOWLEDGE SHARING AMONG EMPLOYEES: THE CASE OF THE HOTEL BUSINESS IN AMBON, INDONESIA

Studies into knowledge sharings’ attitudes and intentions, in the context of the hotel industry, have received relatively little attention. This current study is intended to fill that void and contribute to the existing discussion of knowledge sharing studies of hotel businesses. The main objective of the current study is to examine: 1) the effect of extrinsic motivation, absorptive capacity, channel richness and sense of self-worth on people’s attitude towards knowledge sharing, and 2) the effect of people’s attitudes towards knowledge sharing and the intention to share knowledge. The study mainly uses the Theory of Reasoned Action (TRA) as the point of departure to understand the attitude and intention of knowledge sharing. It also proposes six hypotheses. We conducted a survey among 300 employees from various hotels in the city of Ambon, Indonesia. The data are tested using Structural Equation Modelling (SEM) techniques. The findings substantiate theoretical discussions and previous studies. The extrinsic motivation, absorptive capacity, and in-role behaviour have a positive effect on the attitude towards sharing knowledge. In addition, the attitude to knowledge sharing has a positive influence on the intention to share knowledge. Meanwhile, the effect of channel richness and the sense of self-worth on the attitude to knowledge sharing are not supported. The study also provides suggestions for hotel businesses to offer extrinsic rewards and improve their employees’ skills in order to enhance the employees’ absorptive capacities.

The Moderating Effects of Social Network Services on the Relationships between Job Engagement and Innovative Behavior and In-role Behavior

The Moderating Effects of Social Network Services on the Relationships between Job Engagement and Innovative Behavior and In-role Behavior

Patikslinto lietuviškojo darbuotojų psichologinio įgalinimo klausimyno (PĮKL-9) psichometriniai rodikliai

Darbuotojų psichologinis įgalinimas – vidinė darbuotojo būsena, apimanti meistriškumo ir motyvaci­nės energijos patyrimą, – siejamas su teigiamomis darbuotojų nuostatomis, darbiniu elgesiu ir darbo rezultatais. Jis svarbus šiuolaikinėse organizacijose, ypač taikant lanksčias personalo valdymo sistemas, pabrėžiančias darbuotojų proaktyvumą ir įsitraukimą į darbą. Lietuviškojo psichologinio įgalinimo klau­simyno pirmąją penkiolikos teiginių versiją sudaro penkios dimensijos (Tvarijonavičius ir Bagdžiūnienė, 2013), tačiau tyrimai rodo, kad teiginių pasiskirstymas ne visuomet atitinka penkių faktorių struktūrą. Tai paskatino atlikti papildomus metodo tikslinimo tyrimus. Straipsnyje pristatomų dviejų tyrimų pagrindi­nis tikslas – pakartotinai išnagrinėti lietuviškąjį darbuotojų psichologinio įgalinimo tyrimo metodą. Pir­majame tyrime, kuriame dalyvavo 740 įvairių organizacijų darbuotojų, parengtas patikslintas devynių teiginių klausimynas (PĮKL-9), kurį sudaro prasmės, sprendimų priėmimo ir pasitikėjimo kompetencija dimensijos, pagrįsti konstrukto validumas ir vidinis suderintumas. Antrajame tyrime, kuriame dalyvavo 658 darbuotojai, papildomai buvo tikrinamas metodo validumas. Abiejuose tyrimuose duomenys buvo renkami anketinės apklausos būdu. Rezultatai parodė, kad patikslintas darbuotojų psichologinio įgali­nimo klausimynas pasižymi geromis psichometrinėmis savybėmis, gali būti naudojamas moksliniuose tyrimuose ir vertinant darbuotojų psichologinį įgalinimą konkrečiose organizacijose.

Consumers' Role Performance and Brand Identification: Evidence from a Survey and a Longitudinal Field Experiment

Why do some consumers evangelize brands and create value for them even without receiving any direct reward in return? How do their motivations influence their role behaviors and their identification with the company or brand? We draw on motivation theory and the in- and extra-role literature of leadership to propose a theoretical framework. We use this framework to analyze data from one cross-sectional survey conducted with members of two online brand communities and one longitudinal field experiment with consumers of one new online brand community. We first separate community members' motivations into three types of psychological needs (self-competency, self-belongingness, self-autonomy) that are fulfilled by membership in a brand community. We investigate how each of these needs influences consumers' in-role and extra-role behaviors, which in turn positively affect their brand identification and create value for the company. Our results show that self-competency motivates both in- and extra-role behaviors, self-belongingness only increases less involved in-role behaviors, and self-autonomy only affects more involved extra-role behaviors. Both role behaviors foster beneficial consumer brand identification. We discuss how these findings can inform marketers' brand community-building strategies.

The Effects of Ethical Leadership on In-Role Behavior and Psychological Capital: The Moderating Role of Management Decoupling and Personal Decoupling

The Effects of Ethical Leadership on In-Role Behavior and Psychological Capital: The Moderating Role of Management Decoupling and Personal Decoupling

The Effect of Coaching Practices on Psychological Contract Fulfillment of Student-Athletes

AbstractWe examine the relationships between coaching practices, psychological contract fulfillment and the impact it has on satisfaction and in-role behavior of student-athletes. We surveyed a total of 183 student-athletes in Canada. Utilizing Partial Least Squares path modeling algorithm, the results confirm that the extent of psychological contract fulfillment is positively related to satisfaction and role-behavior. In addition, practices of compensation, information sharing, and security (i.e. ensuring continuation of position on the team) are related to fulfillment of psychological contracts. However, the data does not provide support for the idea that training is related to the fulfillment of psychological contracts. The results suggest that universities can manage students-athletes’ expectations by institutionalizing coaching practices that signal commitments for compensation, information sharing, and provide assurance of position on the team. Such practices have potential to improve the athlete’s performance.

Should more senior workers be better citizens? Expectations of helping and civic virtue related to seniority.

Background Organizational citizenship behavior, or extra-role behavior, refers to voluntarily going beyond job task requirements. This study aims to provide a new lens to citizenship behaviors by specifically exploring different expectations of citizenship behaviors related to employees’ demography and suggesting how such expectations might shape employees’ citizenship behaviors.ResultsUsing a cross-national sample of 469 workers, interpersonal and helping and civic virtue were more likely to be regarded as in-role behaviors for more senior than for junior employees. On the other hand, results indicate that expectations of courtesy are unrelated to seniority.ConclusionsBy exploring expectations of promotive citizenship behaviors, this study contributes to expanding the OCB literature focused on motives for citizenship behaviors. Findings from this study indicate that there are some significant patterns of expectations related to employees’ seniority. Also, the findings call on managers to set clear boundaries of in- and extra-role behaviors.

The impact of characteristics of nurses' relationships with their supervisor, engagement and trust, on performance behaviours and intent to quit.

The aim of this study was to investigate the influence of characteristics of nurses' relationship quality with their manager on engagement and trust, onto in-role or discretionary behaviours and intent to quit. Nurses having a good relationship with their manager are seen as important, yet the mechanisms of how such relationships are beneficial, or which aspects of the relationship are important, is less clear. Two possible mechanisms are through the nurse being more engaged in work, or through building their trust in their employer. In turn, engagement and trust may impact in-role and discretionary behaviours as well as staff retention. Cross-sectional. An online survey in 2013 of 459 nurses across Australia. Structural analyses indicated that the affect dimension of relationship quality was negatively related to engagement, whereas contribution and respect were positively related to engagement. The affect and respect aspects were positively related to trust. Engagement positively related to discretionary and in-role behaviours. Engagement and trust were negatively related to quit intention, as was the loyalty dimension of the nurses' relationship with their supervisor. However, perceptions of variability in their team's relationship quality with their leader was negatively related to trust and positively related to intent to quit. Nurse managers with a nuanced understanding of social exchange at work are likely to maintain more engaged, well-performing and stable nursing teams. In particular, a willingness by the supervisor to come to their nurses' defence and having a consistent standard of relationship quality across their nurses is likely to improve nurse retention.