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1.
Ilies Remus; Nahrgang Jennifer D.; Morgeson Frederick P. 《Canadian Metallurgical Quarterly》2007,92(1):269
This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N = 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors (ρ=.37). The results also support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship. As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors (ρ = .38 vs. ρ = .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
2.
Bachrach Daniel G.; Bendoly Elliot; Podsakoff Philip M. 《Canadian Metallurgical Quarterly》2001,86(6):1285
The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. 95 teams of business students (N=412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part, be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
3.
The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
4.
This field study examines the joint effects of social exchange relationships at work (leader-member exchange and team-member exchange) and employee personality (conscientiousness and agreeableness) in predicting task performance and citizenship performance. Consistent with trait activation theory, matched data on 230 employees, their coworkers, and their supervisors demonstrated interactions in which high quality social exchange relationships weakened the positive relationships between personality and performance. Results demonstrate the benefits of consonant predictions in which predictors and outcomes are matched on the basis of specific targets. We discuss theoretical and practical implications. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
5.
Zellars Kelly L.; Tepper Bennett J.; Duffy Michelle K. 《Canadian Metallurgical Quarterly》2002,87(6):1068
The relationship between subordinates' perceptions of abusive supervision and supervisors' evaluations of subordinates' organizational citizenship behavior (OCB) was explored among a sample of 373 Air National Guard members and their military supervisors. As predicted, the relationship between abusive supervision and subordinates' OCB was stronger among subordinates who defined OCB as extra-role behavior (compared with those defining OCB as in-role behavior), and this effect was fully mediated by the interactive effect of procedural justice and OCB role definitions. The study's implications for theory and research are discussed, its limitations are identified, and directions for future research are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
6.
Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations. (PsycINFO Database Record (c) 2011 APA, all rights reserved) 相似文献
7.
This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
8.
Vidyarthi Prajya R.; Liden Robert C.; Anand Smriti; Erdogan Berrin; Ghosh Samiran 《Canadian Metallurgical Quarterly》2010,95(5):849
Taking an approach integrating principles of leader–member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of those individuals in the LMX distribution, referred to as relative LMX, or RLMX. Our findings demonstrate that employees' perceptions of LMXSC are positively related beyond the effects of LMX and RLMX to job performance and citizenship behaviors. Further, we argue that LMXSC mediates the RLMX→outcomes relationships. Analyses showed that, in a sample of 254 employees nested in 50 work groups, a significant part of the effects of RLMX on job performance and citizenship behaviors was mediated through LMXSC after controlling for LMX. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
9.
Organizational climates have been investigated separately at organization and subunit levels. This article tests a multilevel model of safety climate, covering both levels of analysis. Results indicate that organization-level and group-level climates are globally aligned, and the effect of organization climate on safety behavior is fully mediated by group climate level. However, the data also revealed meaningful group-level variation in a single organization, attributable to supervisory discretion in implementing formal procedures associated with competing demands like safety versus productivity. Variables that limit supervisory discretion (i.e., organization climate strength and procedural formalization) reduce both between-groups climate variation and within-group variability (i.e., increased group climate strength), although effect sizes were smaller than those associated with cross-level climate relationships. Implications for climate theory are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved) 相似文献
10.
Beus Jeremy M.; Payne Stephanie C.; Bergman Mindy E.; Arthur Winfred Jr. 《Canadian Metallurgical Quarterly》2010,95(4):713
Our purpose in this study was to meta-analytically address several theoretical and empirical issues regarding the relationships between safety climate and injuries. First, we distinguished between extant safety climate→injury and injury→safety climate relationships for both organizational and psychological safety climates. Second, we examined several potential moderators of these relationships. Meta-analyses revealed that injuries were more predictive of organizational safety climate than safety climate was predictive of injuries. Additionally, the injury→safety climate relationship was stronger for organizational climate than for psychological climate. Moderator analyses revealed that the degree of content contamination in safety climate measures inflated effects, whereas measurement deficiency attenuated effects. Additionally, moderator analyses showed that as the time period over which injuries were assessed lengthened, the safety climate→injury relationship was attenuated. Supplemental meta-analyses of specific safety climate dimensions also revealed that perceived management commitment to safety is the most robust predictor of occupational injuries. Contrary to expectations, the operationalization of injuries did not meaningfully moderate safety climate–injury relationships. Implications and recommendations for future research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
11.
Eatough Erin M.; Chang Chu-Hsiang; Miloslavic Stephanie A.; Johnson Russell E. 《Canadian Metallurgical Quarterly》2011,96(3):619
Several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, we found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB. (PsycINFO Database Record (c) 2011 APA, all rights reserved) 相似文献
12.
Building on recent work in occupational safety and climate, the authors examined 2 organizational foundation climates thought to be antecedents of specific safety climate and the relationships among these climates and occupational accidents. It is believed that both foundation climates (i.e., management-employee relations and organizational support) will predict safety climate, which will in turn mediate the relationship between occupational accidents and these 2 distal foundation climates. Using a sample of 9,429 transportation workers in 253 work groups, the authors tested the proposed relationships at the group level. Results supported all hypotheses. Overall it appears that different climates have direct and indirect effects on occupational accidents. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
13.
This research reconciled disparate findings regarding the relationship between job insecurity and safety by examining organizational safety climate as a potential moderator. It was predicted that a strong organizational safety climate would attenuate the negative effects of job insecurity on self-reported safety outcomes such as safety knowledge, safety compliance, accidents, and injuries. Data collected from 136 manufacturing employees were consistent with these predictions. Results are discussed in light of escalating interest in how organizational factors can affect employee safety. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
14.
McAllister Daniel J.; Kamdar Dishan; Morrison Elizabeth Wolfe; Turban Daniel B. 《Canadian Metallurgical Quarterly》2007,92(5):1200
The objective of this study was to empirically disentangle role perceptions related to organizational citizenship behavior (OCB) that have been confounded in past research, investigate their unique relationships with both an affiliative (helping) and a challenging (taking charge) form of OCB, and determine their relative importance in explaining these 2 forms of OCB. The authors also examined whether role discretion and role breadth independently moderate the procedural justice-to-OCB relationship. The authors surveyed 225 engineers in India and their direct supervisors. The results showed that 3 of the 4 facets of OCB role perception explain unique variance in either helping or taking charge, and that role breadth moderates the relationships between procedural justice and both helping and taking charge. The authors discuss implications of these findings for OCB theory and research, as well as for managerial practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
15.
Researchers have discovered inconsistent relationships between prosocial motives and citizenship behaviors. We draw on impression management theory to propose that impression management motives strengthen the association between prosocial motives and affiliative citizenship by encouraging employees to express citizenship in ways that both “do good” and “look good.” We report 2 studies that examine the interactions of prosocial and impression management motives as predictors of affiliative citizenship using multisource data from 2 different field samples. Across the 2 studies, we find positive interactions between prosocial and impression management motives as predictors of affiliative citizenship behaviors directed toward other people (helping and courtesy) and the organization (initiative). Study 2 also shows that only prosocial motives predict voice—a challenging citizenship behavior. Our results suggest that employees who are both good soldiers and good actors are most likely to emerge as good citizens in promoting the status quo. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
16.
This article reviews the literature on organizational citizenship behavior (OCB) and its dimensions as proposed by D. W. Organ (1988) and other scholars. Although it is assumed that the behavioral dimensions of OCB are distinct from one another, past research has not assessed this assumption beyond factor analysis. Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors (job satisfaction, organizational commitment, fairness, trait conscientiousness, and leader support) most often considered by OCB scholars. Implications of these results are discussed with respect to how the OCB construct should be conceptualized and measured in the future. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
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18.
Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
19.
A model hypothesizing relationship quality and relationship context as antecedents of two complementary forms of interpersonal citizenship behavior (ICB) was tested. Measures with coworkers as the frame of reference were used to collect data from 273 individuals working in 2 service-oriented organizations. As hypothesized, variables reflecting relationship quality were associated with person-focused ICB, as mediated by empathic concern. Also as hypothesized, a relationship context variable, network centrality, exhibited a direct relationship with task-focused ICB. Unexpectedly, network centrality was directly associated with person-focused ICB, and empathic concern was associated with task-focused ICB. The results are discussed, and implications for research and practice are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献
20.
To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers. Job affect was associated more strongly than were job cognitions with OCB directed at individuals, whereas job cognitions correlated more strongly than did job affect with OCB directed at the organization. With respect to WDB, job cognitions played a more important role in prediction when job affect was represented by 2 general mood variables (positive and negative affect). When discrete emotions were used to represent job affect, however, job affect played as important a role as job cognition variables, strongly suggesting the importance of considering discrete emotions in job affect research. (PsycINFO Database Record (c) 2010 APA, all rights reserved) 相似文献