Organizational Citizenship Behavior Research Articles

Toward an authentic corporate social advocacy (CSA): An internal perspective of BLM advocacy

While an increasing amount of research on corporate social advocacy (CSA) has expanded our knowledge in the field, its effects on internal public relations have been rarely studied. This study examines how employees’ experiences at work determine their perceived authenticity of CSA on race. Results suggested that employees’ perceived organizational justice toward racial minority employees positively influences their perceived value-driven motive of CSA as well as the authenticity of CSA. CSA authenticity, in turn, increased employees’ supportive behaviors toward CSA and organizational citizenship behaviors in the workplace. Theoretical and practical implications for public relations and internal communication are discussed.

Eco-Leadership in Action: Integrating Green HRM and the New Ecological Paradigm to Foster Organizational Commitment and Environmental Citizenship in the Hospitality Industry

The 21st century has spotlighted environmental sustainability in global discourse, urging businesses to act responsibly amidst climate change and resource depletion. This study explores the role of green human resource management (GHRM) in fostering the New Ecological Paradigm (NEP) among employees, enhancing organizational commitment (OC), and promoting organizational citizenship behavior towards the environment (OCBE) within the hospitality industry. Findings demonstrate that GHRM practices, including green recruitment, training, and performance management, significantly improve environmental performance and employee engagement in sustainability initiatives. Data were collected from 382 employees working in 5-star hotels in South Korea, utilizing a structured online survey to gather insights into GHRM’s influence on NEP, OC, and OCBE. The analysis was conducted using covariance-based structural equation modeling (CB-SEM) to rigorously test the hypothesized relationships among these constructs. However, integrating GHRM with NEP presents challenges, such as aligning organizational culture with eco-centric values and overcoming resistance to change. Motivated by the urgent need for sustainability, this research underscores the necessity for integrated HRM approaches to achieve sustainability. A key motivation behind this integration is to establish a workforce that not only understands but actively champions environmental stewardship, thereby strengthening the organization’s reputation and competitive advantage. Additionally, challenges such as balancing short-term operational costs with long-term environmental goals persist, requiring strategic commitment and effective resource allocation. Recommendations include embedding sustainability in HR policies, providing comprehensive environmental training, incentivizing green initiatives, establishing robust monitoring systems, and fostering cross-departmental collaboration to reduce the ecological footprint. This study contributes to the growing body of literature on sustainable business practices and highlights the strategic importance of eco-leadership.

Good Thoughts Lead to Good Deeds: How Frontline Public Employee’s Social Mindfulness Affects Service-Oriented Organizational Citizenship Behavior

In the context of rising pressures on services without linked resources, service-oriented organizational citizenship behavior (SOCB) has been recognized as a contributor to public sector success. Using the theory of empathy-induced altruistic motivation, we investigated how frontline public employees’ social mindfulness affects SOCB through PSM, as well as the moderating effects of perceptions of citizen mistreatment (PCM) and perceptions of gratitude on the relationship between PSM and SOCB. Online survey data from 409 Chinese frontline public employees from diverse sectors were analyzed. The results showed a positive and significant association between social mindfulness and SOCB, mediated through PSM. This link between PSM and SOCB remains non-significantly affected by PCM but is significantly strengthened by perception of gratitude, as consistently observed across the entire moderated mediator model. The public sector should consider social mindfulness when allocating and training frontline employees and create conditions for healthy interactions between them and citizens.

Co-workers’ Solidarity and Citizenship Behaviors: The Mediating Role of Work Engagement

ABSTRACT The work environment plays a detrimental role in shaping workplace behavior of employees. Recent studies focused on the influence of work environment factors on individual and organizational level outcomes. We extend this work by exploring the impact of coworkers’ solidarity on organizational citizenship behaviors through work engagement in private universities in Ethiopia. A survey method was used to collect data from 335 employees selected using a proportionate stratified sampling method. A standardized questionnaire was used to collect primary data from employees composed of academic and administrative staff. The data collected was examined using Partial Least Square Structural Equation Modeling through Smart PLS 3.0 software. A bootstrapping path analysis algorithm with a resample of 5000 was employed to generate direct and indirect effects and significance of path coefficients in testing hypotheses. The study found that solidarity among coworkers affects citizenship behavior of employees positively and significantly and work engagement played a partial mediating role in this relationship. The study recommends that private universities should give due attention to cultivating coworkers’ solidarity to derive the required behavior on the part of employees.

From trait affect to situated performance of change-oriented organizational citizenship behavior: the pathway through situational construal and emotion utilization

Prior studies indicate that fostering change-oriented organizational citizenship behavior (OCB-CH) among employees, wherein they actively contribute to the collective welfare of modern organizations, correlates positively with their positive affect. However, the precise mechanisms linking trait positive affect with OCB-CH remain unclear. This study used aggregated 5-day daily diary data from a sample of 236 full-time employees in Greece to examine positive affectivity differences in the characteristics of situational experiences and how these differences relate to employee OCB-CH via the use of emotions to facilitate performance. Employing multilevel structural equation modeling, the findings revealed a positive association between trait positive affectivity and the situation characteristics of duty, intellect, and positivity, from the DIAMONDS taxonomy. Furthermore, it was determined that perceptions of situational characteristics and emotional utilization sequentially mediated the relationship between positive affectivity and OCB-CH. This study enhances our understanding of how employee trait positive affectivity influences the manifestation of positive change in the form of OCB-CH within organizations.

A little gratitude goes a long way: how customer gratitude promotes employee customer-oriented organizational citizenship behavior

PurposeDrawing upon affective events theory and regulatory focus theory, the current study examines the relationship between customer gratitude and customer-oriented organizational citizenship behavior (customer-oriented OCB), and the mediating role of positive affect and the moderating role of trait promotion focus.Design/methodology/approachThree-wave time-lagged data from 674 nurses nested within 125 department supervisors was collected. Multilevel modeling and Monte Carlo simulation were performed using Mplus 7.1 software to test all hypotheses.FindingsCustomer gratitude was positively associated with nurses’ customer-oriented OCB, and the relationship was mediated by positive affect. Nurse trait promotion focus strengthened the positive relationship between patient gratitude and positive affect, such that the relationship was stronger for those with a higher level of trait promotion focus.Research limitations/implicationsThis paper extends research on the effects of customer gratitude by extending our understanding of customer gratitude as a positive workplace event that can potentially promote employees’ positive behaviors toward customers, especially those with a stronger promotion focus.Originality/valueThis study is one of the first to examine the relationship between customer gratitude and employee customer-oriented OCB and uncover potential mechanisms to understand how this relationship unfolds and to whom this relationship is stronger. These findings can inform practices for service organizations.

How could you think that? Supervisor misattribution leads to reduced subsequent employee organizational citizenship behavior

PurposeFrom a social cognitive perspective, the current study examines how the relationship between the employee and the organization changes following supervisor motive misattribution of organizational citizenship behavior (OCB).Design/methodology/approachThe current study utilizes an experimental vignette methodology (EVM), linear regression and Hayes' (2017) Process Version 4 macro in SPSS to examine the relationships between supervisor misattribution of employee OCB, personality and individual differences and future organizational citizenship behavior intentions.FindingsResults indicate that supervisor misattribution of employee OCB, specifically when the act is attributed to impression management, will reduce the intention to engage in future OCBs. Results also indicate that this negative relationship is enhanced when subordinates are high in openness.Research limitations/implicationsThis study extends social exchange theory by demonstrating how the misattribution of motivation to perform OCBs creates a negative social exchange and discourages future organizational citizenship behavior from the employee. The current research demonstrates the importance of supervisors understanding employees' motivations for engaging in (OCB). If an employee engages in OCB based on intrinsic motivation, such as a desire to help others, and their motivation is attributed to external motivation, such as impression management, the employee may feel misunderstood and believe their values and motivations are incorrectly perceived, leading to reduced OCB.Originality/valueThe current research is examined using EVM. By immersing participants in realistic hypothetical scenarios, experimental vignette methodology allows researchers to explore the intricacies of decision-making across unique scenarios, unraveling both the “why” and the “what next” behind decision-making.

Can environmental transformational leadership shape organizational citizenship behavior toward the environment in Indonesia?

This research examines the influence of environmental transformational leadership on organizational citizenship behavior toward the environment. In testing this relationship, other aspects were involved, including green human resources management, a moderating variable, and green employee empowerment, a mediating variable. To achieve their environmental goals, company employees must care about the environment, however motivating them is challenging. Research into environmental transformational leadership and green human resources management is needed in Indonesia. Research there focuses on the impact of companies’ environmentally friendly practices, seen from an external perspective. This study’s data came from an online survey of Indonesian company employees. This was processed using SmartPLS. The results show environmental transformational leadership positively influences organizational citizenship behavior toward the environment, and green employee empowerment. Green employee empowerment partially mediates the relationship between green human resources management and organizational citizenship behavior toward the environment. Green human resources management is a moderator variable in the relationship between environmental transformational leadership and green employee empowerment. Companies must have environmental transformational leadership, green employee empowerment, and green human resources management to achieve green goals. Companies must pay attention to those aspects, so their employees will show organizational citizenship behavior toward the environment to support the company’s success.

The Impact of Unfair Compensation on Employee Morale, Job Satisfaction, and Performance: A Quantitative Analysis in Pakistan’s Health Sector

The main aim of this article is to investigate how the unjust compensation structure affects the motivation, contentment, and performance of Pakistani healthcare professionals working for different healthcare institutions. The theoretical foundation of this study is based on equity theory. The authors administered a self-completed structured questionnaire survey to 381 employees from a variety of organizational sectors, using a PLS-SEM technique to analyze the relationships between variables. The outcomes from this research show that perceived unfair compensation decreases organizational commitment, organizational citizenship behavior, job satisfaction, and performance. The findings contribute to the theoretical understanding of compensation equity and offer practical recommendations for human resource managers to improve organizational success through the correction of pay disparities. It highlights the broader importance of equitable remuneration practices in all businesses. A future study could broaden its scope by incorporating longitudinal and cross-national studies to further corroborate the findings.

War vs pandemic—investigating the type of extreme context as a moderator of extreme-context perception effects on work alienation and its organisational outcomes

With many organisations operating in challenging circumstances such as military conflicts and pandemics, a growing body of research has investigated the effects of extreme-context perceptions on job attitudes and organisational outcomes. While prior investigations focused on specific extreme contexts like warzones or pandemics, research has yet to examine whether different extreme contexts would have different intensities regarding shaping job attitudes and organisational outcomes. This study takes a unique approach to address this gap in the existing literature by exploring whether the type of extreme context (war vs pandemic) moderates extreme-context-perception effects on work alienation and subsequent job attitudes and organisational outcomes. Specifically, this study investigates the consequences of differentiated extreme contexts by using 668 valid responses from two samples: Sample 1 (N = 449), collected via snowball sampling during the Syrian civil war (2016-2019), and Sample 2 (N = 219), recruited using systematic random sampling from the Middle East during COVID-19 in 2021. Employing t-tests, Sample 1 in the wartime crisis reported higher levels of extreme-context perception, yet not quite as much worsened job satisfaction, but they had lower levels of alienation and job insecurity than those in health-crisis contexts. Using PLS-SEM, we found extreme-context perception heightened alienation, leading to increased job insecurity, decreased job satisfaction, and lower organisational citizenship behaviour (OCB) outcomes. Interestingly, some of these relationships were moderated by the extreme context type. Specifically, while no significant differences were found between the two contexts regarding the relationship between extreme context perception and alienation and between alienation and job insecurity, we found that extreme-context-driven alienation is more likely to damage job satisfaction and OCB in war zones than in pandemic contexts. These findings contribute to important matters of both theory and practice. They specifically expand existing theory by illustrating differentiated consequences of distinct types of extreme contexts to organisational and employee-related concerns. They also demonstrate the need to develop customised organisational strategies as well as policy responses to mitigate and/or capitalise on the effects of differentiated extreme contexts.

From Humble Leadership to Follower Performance: A Meta-analysis of Relational and Cognitive Mechanisms

Unclarity remains in current literature pertaining to the effects and specific processes of humble leadership, calling for more in-depth reviews for boosting the understanding. Our research focuses on follower performance as an important outcome of humble leadership and aims to conduct a meta-analysis to uncover the mechanisms beneath the effecting process. Integrating social exchange theory and social cognitive theory, we proposed that follower's relationship with the leader and their belief in themselves, respectively acting as relational and cognitive mechanisms, would sequentially mediate the relationship between humble leadership and follower performance, including task performance and organizational citizenship behavior. We adopted meta-analytic structural equation modeling (MASEM) to examine our hypotheses and gained empirical support from the results. With the synthesis of literature, this article exerts to unfold the effecting process and potential mechanisms of humble leadership on follower performance, anticipating to make several theoretical contributions and practical implications as well as providing insights for future research.

Unleashing potential: The impact of supervisor trust on organizational citizenship and job performance

This study investigates the complex interplay among trust in supervisors (TIS), organizational citizenship behaviours (OCB), and work performance (WP) in the workplace, aiming to determine whether trust in supervisors directly influences job performance or if this relationship is mediated by organizational citizenship behaviours. Using Structural Equation Modelling (SEM) via Smart PLS, data were collected from 215 officials through a structured questionnaire, capturing perspectives on trust in supervisors, engagement in OCB, and self-reported job performance. The results reveal that while trust in supervisors significantly fosters OCB, its direct impact on job performance is not statistically significant; however, OCB significantly enhances job performance, emphasizing its crucial mediating role. These findings highlight the importance of trust in supervisors in cultivating organizational citizenship behaviours that indirectly elevate job performance. Organizations should focus on trust-building initiatives to promote a supportive environment that encourages proactive engagement and performance excellence among employees, while future research should explore longitudinal data and diverse samples to further validate these findings.

The Development of Organizational Citizenship Behavior to Encourage Knowledge Sharing and Improve Staff Performance

The Development of Organizational Citizenship Behavior to Encourage Knowledge Sharing and Improve Staff Performance

Effects of Organizational Citizenship Behavior Intervention on Organizational Culture and Lecturer Performance in Banten Indonesia

Effects of Organizational Citizenship Behavior Intervention on Organizational Culture and Lecturer Performance in Banten Indonesia

Enhancing Organizational Citizenship Behavior Through Leader Behavior and Job Satisfaction in Construction Company Associations

Enhancing Organizational Citizenship Behavior Through Leader Behavior and Job Satisfaction in Construction Company Associations

When work–life balance fails to boost organizational citizenship behaviors: the moderating role of leader–member exchange

PurposeSupporting employees’ work–life balance (WLB) has been a standard human resource management practice, thus the concern is now shifted toward its outcomes. The present study predicts that while WLB can boost organizational citizenship behaviors (OCBs), this positive effect may depend on the quality of leader–member exchange (LMX) relationships. The study seeks evidence to clarify how the WLB–OCBs relationship can be moderated by the LMX quality.Design/methodology/approachA sample of 216 frontline employees in New Zealand was used to test two moderation models using SPSS, AMOS and PROCESS macro.FindingsWLB was found to have substantial effects on OCBs-individual (OCBs-I) and OCBs-organization (OCBs-O) if the quality of LMX was high. Under low LMX quality, however, WLB failed to boost OCBs-I and OCBs-O. Thus, the influence of WLB on OCBs seems to be conditional on the leader–subordinate relationship as a boundary factor.Practical implicationsSupporting low-LMX-quality employees to balance their work–life roles seems insufficient to push OCBs. Managers and organizations need to improve the quality of leader–subordinate relationships to unblock the desired effects of WLB toward OCBs, and, ultimately, organizational effectiveness and performance.Originality/valueThe findings extend the research stream around the boundary impact of LMX relationships on the employees’ WLB – OCBs link in which the OCBs construct was especially examined in terms of OCBs-I and OCBs-O.

The effect of servant leadership on organizational citizenship behavior in the South Korean Police: the mediating roles of psychological empowerment and organizational commitment

PurposeThis study explored the relationship between servant leadership (SL) and organizational citizenship behavior (OCB) from the perspective of South Korean Police officers. We also investigated the mediating roles of psychological empowerment (PE) and organizational commitment (OC).Design/methodology/approachIn this study, the authors analyzed 439 survey responses from South Korean Police officers. The mediation model was tested using structural equation modeling.FindingsThe results showed that SL had a significantly positive influence on OCB among South Korean Police. Moreover, PE and OC partially mediated the relationship between SL and OCB. Officers who perceive their leader as a servant leader are more likely to have a positive perception of OCB. These findings show that PE is a more efficient mediator than OC.Originality/valueThis study contributes to the generalization of knowledge by empirically testing the relationship between SL and OCB in the South Korean Police. The results show that SL theory can be applied to the Korean Police. By capturing the specific characteristics of the Korean Police, such as the powerful effect of PE, this study supports leadership contingency theory.

OCB Mediation: The Influence of Transformational Leadership and Work Commitment on Employee Performance

Civil Servants (PNS) are the main assets of the government in efforts to improve public services. Therefore, the composition and management of PNS are crucial factors in policy reforms aimed at improving government performance. With the increasing demands of the community for better public services, state civil servants need to be ready to carry out government duties and national development. This study aims to analyze the effect of transformational leadership and work commitment on organizational citizenship behavior (OCB) and employee performance, and to evaluate the effect of both on employee performance through OCB. This study uses an explanatory/confirmatory research approach. The population studied includes all employees in the Village Offices throughout Jember Regency, with a sampling technique using the saturated sample method. Hypothesis testing was carried out using Structural Equation Modeling (SEM) with the help of the SmartPLS statistical tool. The results of the study indicate that transformational leadership and work commitment have a significant effect on OCB. In addition, OCB plays a significant role in improving employee performance. Transformational leadership and work commitment also have a positive and significant effect on employee performance through OCB.

Linking authentic leadership with organizational citizenship behavior: follower’s hope and collective efficacy

PurposeThis research aims to explore the psychological constructs of hope and collective efficacy as fundamental mechanisms through which authentic leadership affects follower outcomes.Design/methodology/approachThe investigation employs a two-study approach, with two samples of 481 employees from various teams in the United States and South Korea. In two studies, we examine the proposed hypotheses, focusing on the mediation of follower hope and the moderation by collective efficacy in the relationship between authentic leadership and OCB, which is bifurcated into altruism (OCBI) and compliance (OCBO).FindingsThe findings reveal that follower hope mediates the relationship between perceived authentic leadership and OCB. This mediation confirms the integral role of hope in translating authentic leadership into positive follower behaviors. Additionally, the study shows a significant moderating effect of collective efficacy on the relationship between authentic leadership and follower hope. This moderation underscores the importance of collective beliefs in the capabilities of a group in enhancing the impact of authentic leadership.Originality/valueThis research highlights the understudied roles of hope and collective efficacy in the context of authentic leadership. It offers a novel perspective on how hope and collective efficacy influence followers’ OCB. The study proposes a necessity for further exploration of these constructs, emphasizing leadership dynamics and employee behavior.

Organizational Citizenship Behavior as a Mediator of the Effect of Organizational Commitment and Job Satisfaction on Performance

This study aims to test and analyze the effects of: 1) organizational commitment to organizational citizenship behavior, 2) job satisfaction to organizational citizenship behavior, 3) organizational commitment to performance, 4) job satisfaction affects performance, 5) organizational citizenship behavior to performance, 6) organizational commitment to performance through organizational citizenship behavior, 7) job satisfaction to performance through organizational citizenship behavior. This research was conducted at PT. Waskita Karya Jakarta Building Division in April-June 2024, carried out at PT. Waskita Karya (Perseo) Building Division in May-June 2024. The population is 456 employees, then sampled with the Slovin formula and with proportional random sampling of each department a sample of 213 employees was obtained. Primary data related to the research variables were obtained by questionnaires given via google form. Once the data is collected, it is analyzed with Smart Partial Lease Square (SPLS). However, previously a validity and reliability test was carried out. The hypothesis was tested by a t-test with a 5% alpa. The results prove that: 1) organizational commitment has an effect on organizational behavior citizenship. 2) job satisfaction affects organizational behavior citizenship, 3) organizational commitment affects employee performance. 4) Job satisfaction affects performance, 5) Organizational behavior citizenship affects employee performance. 6) Organizational citizenship behavior is able to increase/mediate the influence of organizational commitment on employee performance. 7) Organizational citizenship behavior is able to increase/mediate the influence of job satisfaction on employee performance.