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Organizational citizenship behavior (OCB) is necessary in overcoming emergency conditions, including learning difficulties such as experienced during and after the Covid-19 pandemic. Therefore, this research explored the visionary leadership effects of teachers' OCB through quality of work-life (QWL) and organizational commitment, and developed a new empirical model of the mediation mechanism. A quantitative approach with a survey method was used in this research, where Likert-scale questionnaires were distributed to 387 social sciences teachers in Indonesia. Using structural equation modeling (SEM) analysis, it was found that visionary leadership, QWL, and organizational commitment have a significant effect on OCB;visionary leadership significantly influences QWL and organizational commitment;and visionary leadership has a significant effect on OCB through QWL and organizational commitment. This evidence promotes a new model regarding the effect of visionary leadership on teachers' OCB mediated by QWL and organizational commitment. It not only confirms several previous studies as the basis for developing this research hypothesis, but is also an antithesis to previous research with contradictory conclusions. With such conditions, the new model provides theoretical and practical contributions which require in-depth and critical discussion before it is adopted or adapted as a model in improving teacher OCB via visionary leadership supported by QWL and organizational commitment. © Authors This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND 4.0)
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The health pandemic has rapidly pushed many organizations to a virtual workplace. Working remotely has triggered an increase in anxiety, emotions, behaviors, and technostress among employees and IT professionals worldwide. Thus, today, change management and communication skills are critical in the new virtual workplace. This study's purpose endeavors to examine whether emotional intelligence is a true indicator of extra-role behaviors measured by employee organizational citizenship behavior. The research methodology uses an online survey. A total of 150 higher education faculty and leaders participated. The results indicate a statistically significant relationship p < .001 between the total emotional intelligence and organizational citizenship behaviors scores. The findings support the positive effects of employee emotional intelligence and citizenship behaviors that contribute to individual and organizational performance. This study may assist companies, researchers, and IT Leadership programs in retooling their IT leaders with the communication skills necessary for the new virtual workforce. © 2022 International Association for Computer Information Systems
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BACKGROUND: Nurses' organizational citizenship behavior, a spontaneous "altruistic work behavior", may be affected by psychological capital and organizational commitment, but its mechanism is not clear. The aim of this study was to investigate the characteristics and distribution of psychological capital, organizational commitment and organizational citizenship behavior among nurses during the COVID-19 epidemic, and explore the mediating role of organizational commitment in psychological capital and organizational citizenship behavior. METHODS: A cross-sectional survey was conducted among 746 nurses from 6 designated hospitals for COVID-19 treatment in China. Descriptive statistics, Pearson correlation analysis, and structural equation model were used in this study. RESULTS: Nurses' psychological capital, organizational commitment and organizational citizenship behavior scores were 103.12 ± 15.57, 46.53 ± 7.14 and 101.47 ± 12.14, respectively. Additionally, organizational commitment partially mediates between psychological capital and organizational citizenship behavior. CONCLUSIONS: During the COVID-19 pandemic, nurses' psychological capital, organizational commitment, and organizational citizenship behavior were found to be at an upper-middle level, influenced by various social-demographic factors. Furthermore, the results illustrated that psychological capital can affect organizational citizenship behavior through the mediating role of organizational commitment. Therefore, the findings emphasize the importance of nursing administration to monitor and prioritize the mental health and organizational behavior of nurses during the ongoing COVID-19 crisis. It is crucial to focus on developing and nurturing nurses' psychological capital, strengthening their organizational commitment, and ultimately promoting their organizational citizenship behavior.
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The study investigated teachers' organizational citizenship behavior (OCB) during the COVID-19 pandemic. The survey's quantitative analysis (N = 299) revealed that Israeli teachers reported more OCBs "during COVID-19â³ than "before COVID-19," mostly towards students, less towards the school and parents, and least towards colleagues. The qualitative analysis enabled the identification of the unique construct of teacher OCB during the pandemic, composed of six categories: promoting academic achievement, investing extra time, providing support to students, use of technology, compliance with regulations, and compliance with role changes. These findings emphasize the importance of understanding OCB as a context-related phenomenon, especially during crises times.
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Purpose: This research aims to determine the impact of the CEO's risk-taking tendencies and the transformational leadership style on the use of the management accounting system information, as well as the mediating impact of product creativeness and organizational citizenship behavior in this context. It also provides empirical evidence from Vietnamese enterprises. Design/methodology/approach: The current research was conducted using quantitative methods. It was conducted during the ongoing Covid-19 pandemic in Vietnam. The study population is represented by all of the Vietnamese enterprises listed on stock exchanges. Therefore, an online email questionnaire was used for data collection. Specifically, 670 emails were sent to CEOs and 146 complete responses were collected (21.79% rate). Findings: By using the partial least squares structural equation modeling (PLS-SEM), the study results show that the CEO's risk-taking tendencies and transformational leadership style have a significant positive effect on the use of the management accounting system information. Additionally, product creativeness mediates the relationship between the CEO's risk-taking tendency, and the use of the management accounting system information. Also, organizational citizenship behavior mediates the relationship between transformational leadership style and the use of the management accounting system information. Research limitations/implications: Despite attempts to overcome by GDP contribution ratio, convenience sampling tends to cause common method bias. Furthermore, small sample sizes can lead to heterogeneity and unstable estimates of the parameter. Causality issues may also arise because the model has no control variables. Therefore, later studies should take the necessary additional steps when sampling to stay consistent with the study population, possibly conducting surveys in several batches to determine the correlation between changes in variables, and allowing the ability to discover and add any necessary control variables. Originality/value: This research acts as a bridge between management and management accounting, confirming the importance of this combination when efficiently using the management accounting system. © 2023, Emerald Publishing Limited.
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When telework was discussed in Japan during the COVID-19 pandemic, the context of staying home was strongly considered. As a result, the primary focus has been on carrying out one's assigned work at home. In other words, people tend to focus on the fact that they can carry out their work without being restricted by location. However, the networked aspect of telework is important. In other words, to realize telework, it is necessary to fully consider the aspect of making one's own work visible and collaborating with others. In this paper, the author clarifies the significance of the "connection" that information systems engender by examining the mechanism of inducing organizational citizenship behaviour from the perspective of "sociomateriality" proposed by Wanda Orlikowski et al. in information systems research. Furthermore, we warn against "discretionary bias," a tendency to "free oneself from the constraints of time and place," which appears, because telework was introduced as a measure to prevent the spread of infection. In addition, this paper examines the case of intranets in the 1990s to clarify the nature of connection through information systems and to find new insights in old cases, just as the Industrial Revolution is referenced in discussions of whether AI will take away jobs.
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Purpose: The purpose of this study is to apply reciprocity theory to understand how hypothetical work location decision outcomes and individual differences affect employees' trust in their employer and willingness to engage in organizational citizenship behaviors (OCBs). Design/methodology/approach: Three vignettes were used to manipulate work location decision outcomes and hypotheses were tested using Hayes' (2008) PROCESS in a sample of 378 adults who worked in the USA during the first six months of the COVID-19 pandemic. Findings: Participants reported greater OCB intentions through higher trust in the employer when given their hypothetical choice of work location compared to being assigned one, and when assigned to their preferred compared to nonpreferred location. External work locus of control (EWLC) moderated the effects of work location on trust in the employer. The relationship between trust and OCB intentions was weakened when employees perceived greater difficulty in leaving their jobs. Originality/value: This study examined the roles of felt reciprocity, individual differences, choice and hypothetically receiving one's preferred work location, on trust in the employer and willingness to engage in OCBs during the COVID-19 pandemic. © 2022, Mee Sook Kim, Kaumudi Misra and Jean M. Phillips.
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Purpose: While quiet quitting is not an entirely new phenomenon, no published research has examined its relationship to existing concepts from a human resource management and organizational behavior perspective. Therefore, this study is a critical reflection that aims to demonstrate the relationship of quiet quitting with concepts researchers in tourism and hospitality have extensively used to study related phenomena. Design/methodology/approach: Gray literature was mobilized to capture the momentum of this new phenomenon, whereas scholarly research was reviewed to identify existing concepts associated with quiet quitting and suggest directions for theory-building and empirical research. Findings: In its contemporary form, quiet quitting mostly resonates with younger employees, due to the drastic changes in workplaces following the COVID-19 pandemic. While quiet quitting closely resembles collective industrial action such as "work to rule” and "acting one's wage,” it also has a psychological dimension, and can be understood through concepts such as work withdrawal, employee cynicism, and silence. Multiple theories and concepts are proposed to facilitate the conceptualization and operationalization of quiet quitting (e.g. organizational citizenship behavior, social exchange, psychological contract, organizational justice, conflict theory, equity theory, two-factor theory, job demands-resources and conservation of resources theories). Practical implications: This research provides practical suggestions to managers in tourism and hospitality to prevent the occurrence of quiet quitting in the first place, as well as effectively handling it once it occurs. Originality/value: Studies addressing quiet quitting are rare. This paper attempts to synthesize diverse concepts and theories associated with quiet quitting to understand its meaning, potential causes and to suggest avenues for future research. © 2023, Emerald Publishing Limited.
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Purpose: In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among employees. This study aims to analyze how JI influences employees' organizational citizenship behaviors (OCBs) and whether positive psychological capital (PsyCap) and grit moderate this relationship. Design/methodology/approach: To test the study hypotheses, data was gathered during COVID-19 via convenience sampling. The collected data was analyzed using the Statistical Package for the Social Sciences software and Excel MegaStat. Findings: The empirical data shows that qualitative JI has a negative relationship with OCB. PsyCap and grit moderate the relationship between both JI dimensions and OCB. Practical implications: Managers can alleviate JI in the workplace by promoting PsyCap and grit among employees, both of which will sustain and promote OCB, even during difficult times. Originality/value: This study bridges the gap in the literature regarding the impact of JI on employees' OCB during the pandemic. This study also adds to the limited number of studies exploring personal resources as potential moderators between JI and organization citizenship behavior. © 2023, Emerald Publishing Limited.
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Purpose: This study motivated by humanistic care aims to identify hospitality frontline employees' alienation in Taiwan during the COVID-19 pandemic, and based on the job demands-resources (JD-R) model, the mediating role of alienation between job characteristics and organizational citizenship behavior (OCB) is discussed. Design/methodology/approach: The authors drew on the JD-R model to delineate the mechanisms by which job demands (including emotional dissonance and work–home conflict) and job resources (including job support, training and possibility for career development) affect OCB through employees' alienation. This study adopted snowball sampling and purposive sampling to conduct a questionnaire survey aimed at Taiwanese hospitality frontline employees. A total of 373 valid questionnaires were retained, and structural equation model was used to test the research hypotheses. Findings: The results revealed that job demands of emotional dissonance and work–family conflict positively affect alienation;job resources of job support, training and possibility for career development negatively affect alienation;alienation negatively affects OCB;and alienation mediates the relationship between job characteristics and OCB fully. Research limitations/implications: Considering that alienation plays a full mediating role between job characteristics and organizational outcomes, this study put forward specific suggestions on how to increase job resources and reduce job demands to weaken alienation and further improve organizational performance in management practices. And practical implications were provided to help hospitality human resource management deal with the issue of talents retention. In addition, "work authenticity” should be introduced as a mediator in the future research. "Work authenticity” reflects employees' positive working life state and is the opposite of "alienation.” The effectiveness of employees' positive and negative working life state in communicating job characteristics and organizational outcomes can be compared. Originality/value: The specific alienation experience of hospitality frontline employees is defined. Moreover, by introducing the alienation theory, this study demonstrates the health impairment path of JD-R model and suggests that job characteristics affect OCB through the full mediation of alienation. © 2023, Emerald Publishing Limited.
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This paper examined potential drivers of volunteer member retention of young professionals as defined by their intention to stay, with a specific focus on members within the 21-40 age range. This focus group has been determined to benefit greatly from their experiences within these types of organizations through skill development and community enrichment. This study leverages the principles of social exchange theory and transactional leadership theory to connect trust in leadership to organizational citizenship behavior and role satisfaction to participant intention to stay behaviors in the attempt to foster an improved understanding of young professional retention behaviors. Considering the age range of the focus group, the implications of the findings can be used to better improve overall participation, further enrich those communities that depend on such volunteer support and improve volunteer organizations participation. Using a quantitative research method, 208 individuals identified by this focus group were surveyed using a research instrument that has been developed, implemented, and validated through multiple research studies that have shown statistical significance and adequate validity. As the research suggested, this study found that trust in leadership promoted positive influences on organizational citizenship behavior (p value < 0.001) with a path coefficient of 0.421 and organizational citizenship behavior promoted a positive influence on role satisfaction (p value < 0.001) with a path coefficient of 0.474. Similarly, the mediating relationship between these measures proved to be positive. Conversely, none of the measured variables had any significant correlation to the members' intention to stay behaviors, with p-values ranging between 0.176 thru 0.270, nor were there any identified relationships to the COVID-19 response, leading to further questions on motivations for intention to stay behaviors for these types of volunteer organizations. As this research was conducted during the unprecedented COVID-19 coronavirus pandemic, it isn't clear how the results of this research were swayed by changes in the economic and social landscape. Therefore, the prospect for continued research at a future time when more stability is achieved could foster an awareness of outlier influences or correlations that span economic disparities. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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During the COVID-19 pandemic, organizations need to effectively manage changes, and employees need to proactively adapt to these changes. The present research investigated when and how individual employees' narcissism was related to their change-oriented organizational citizenship behavior. Specifically, based on a trait activation perspective, this research proposed the hypotheses that individual employees' narcissism and environmental uncertainty would interactively influence employees' change-oriented organizational citizenship behavior via felt responsibility for constructive change; furthermore, the effect of narcissism on change-oriented organizational citizenship behavior via felt responsibility for constructive change would be stronger when the environmental uncertainty prompted by the COVID-19 pandemic was high rather than low. Two studies were conducted to test these hypotheses: an online survey of 180 employees in mainland China (Study 1) and a field study of 167 leader-follower dyads at two Chinese companies (Study 2). The current research reveals a bright side of narcissism, which has typically been recognized as a dark personality trait, and enriches the understanding of the antecedents of change-oriented organizational citizenship behavior. This research can also guide organizations that wish to stimulate employee proactivity.
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This study examined the relationship between transformational leadership and organizational citizenship behavior (OCB) of bank employees in the United States. The study was necessary, as bank customers are urging banks to go the extra mile or engage in OCB to improve customer service given the challenges posed by the COVID-19 pandemic, which affected customers' use of bank services. The study used the 24-item MLQ Form 5X-short for transformational leadership and the OCB instrument developed by Podsakoff et al. to collect data from bank employees in the National Capital Region (NCR) of the United States. Pearson correlation analysis was conducted to analyze the data, and the results showed a statistically significant relationship between transformational leadership and OCB. The multiple regression analysis conducted to test the relationship between the dimensions of transformational leadership and OCB indicated that idealized influence (attributed) and idealized influence (behavior) with statistical significance at 5% and 10%, respectively, exerted the greatest influence in explaining changes in OCB. Overall, the coefficient of determination (R2 = 0.11) indicated that 11% of the variance in OCB was due to the five dimensions of transformational leadership. Based on the results, the study suggests that bank leaders may consider the practice of transformational leadership behaviors to promote the OCBs of employees. The findings also suggest that the aggregate effort of OCB could create better bank service delivery and improved customer satisfaction. These suggestions are supported by previous studies that show that organizations that promote OCB perform better than those that do not. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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The pandemic COVID has engulfed the entire world in general and India in particular. Almost the entire country is under lockdown now and then forcing the people to stay inside their homes for the safety of themselves and others. There is one section, i.e. Indian nurses, which is braving against all odds to ensure the proper functioning of the health care system and educate and persuade the patients and their relatives. This has necessitated the nurses to go an extra mile reflecting a sense of responsibility towards patients, colleagues, hospitals, society, and nation and discharge their duties performing activities beyond the formal job descriptions, formal reward system, or direct and explicit recognition. In the present study, the researchers have empirically investigated the nature, extent, and mechanism of the impact of variables transformational leadership, job satisfaction, and emotional intelligence that lead to nurses displaying the organizational citizenship behaviour at this unprecedented juncture of time in India. © 2022, The Author(s), under exclusive licence to Springer Nature B.V.
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Purpose>This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field, the relationship between managerial attitudes toward EwCD and levels of organizational citizenship behavior, and the mediating role of personality in this relationship.Design/methodology/approach>Empirical data were collected through an online survey of 305 managers working in the hospitality and tourism industry in the USA. SmartPLS 3 software was used to conduct a partial least squares-structural equation modeling analysis.Findings>Organizational and individual characteristics of managers, such as pressure to be productive in the workplace, previous experience with depression, levels of anxiety and personality characteristics, are strong predictors of attitudes toward employees with depression. Personality mediates the effect of managers' attitudes toward organizational citizenship behavior.Practical implications>The study provided support that managers who have experienced depression are more understanding of the needs of EwCD and, consequently, can reduce related stigma in the workplace. Likewise, open and agreeable managers who do not feel the constant pressure to showcase high performance and who score low on anxiety and high on organizational citizenship behavior can create a safe working environment free from prejudice and discrimination toward EwCD.Originality/value>Examining depression in the hospitality and tourism industry becomes even more critical as mental health issues are increasing in the workplace. This research contributes to the hospitality and tourism literature, which seldom investigates managerial perspectives of mental illness and sheds light on the desirable managerial personality traits necessary for creating an inclusive workplace.
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The purpose of the study was to determine the extent to which the role of perceived organizational commitment mediates the influence between perceived organizational support and organizational culture on organizational citizenship behavior. Quantitative methods are used in this study. The sample used by respondents was 195 employees at a security company in Jakarta, Indonesia, with a random sampling technique. The analysis used is path analysis whose data processing is done through SmartPLS 3.0. The results of the research on the perception of organizational support do not affect employee organizational citizenship behavior, while organizational culture affects employee organizational citizenship behavior, the results of testing organizational support are felt to affect organizational commitment, as well as organizational culture, affects employee organizational commitment while organizational commitment has a significant effect on citizenship organizational. The behavior of securities company employees in Indonesia. The discovery of novelty in the developed organizational citizenship behavior model can provide a solution to the COVID-19 pandemic, The company is to maintain its business, and the role of organizational citizenship behavior needs to improve through indicators from research results such as support from colleagues, responsibility for employee mistakes at work, the honest attitude of employees, superior support and employee trust in the company. The impact on the company's managerial implementation that needs to be changed, if implemented properly will result in the sustainability of the company's business, especially in securities companies
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COVID-19 pandemic has adversely impacted all industries, and the hospitality sector has been the worst hit. Drawing upon conservation of resource (COR) theory, it was hypothesized that organizational justice as well as job embeddedness will positively impact employees' engagement in organizational citizenship behavior (OCB). In addition, the moderating role of job embeddedness in organizational justice-OCB relationship was studied. Using time-lagged data of hospitality employees from India, the results demonstrate that of all dimensions of organizational justice, interactional justice emerges as the strongest predictor of OCB. Further, job embeddedness was seen to have a significant relationship with all dimensions of OCB. Support was also found for the moderating role of job embed-dedness in strengthening the positive relationship between justice perceptions and certain dimensions of OCB. Finally, the implications are discussed enhancing our understanding of organizational justice- job embeddedness-OCB relationship in Indian hospitality sector during the COVID-19 pandemic, suggesting several measures which can be taken by managers of this sector to promote employee extra role behaviors.
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In Japan, the digital transformation of education is expected to be realized by providing one device per student in elementary and secondary education. In particular, based on the experience of online classes as a measure to prevent the spread of COVID-19, the active use of ICT and the utilization of learning history data are being discussed to realize a more fulfilling education. This paper critically examines the pitfalls of utilizing educational history data from the perspective of (community of practice), which is "another view of learning"proposed as a criticism of school education, based on the findings of online practice in Noh and tea ceremony. © 2022 ACM.
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PurposeThis study aims to examine the impact of information communication technology-enabled work during non-working hours (ICT-enabled WNWHs), as a source of stress, on employee behavioral outcomes -in-role job performance, organizational citizenship behaviors (OCBs) that benefit organizations and OCBs that benefit individuals, through emotional responses - work exhaustion, nonwork exhaustion and organization-based self-esteem. As the coronavirus disease 2019 (COVID-19) lockdowns demonstrated that employees frequently engage in ICT-enabled WNWHs, studying stress induced by ICT-enabled WNWHs is essential for understanding employee adaptation to the work-from-home trend that emerged from COVID-19 lockdowns.Design/methodology/approachA quantitative survey comprising 1,178 employees in China was conducted, and the data reliability and validity were confirmed. Partial least squares structural equation modeling analysis was employed to test the hypotheses.FindingsThe study results empirically proved that, although ICT-enabled WNWHs had significant effects on employee behavioral outcomes, the related emotional responses were the mediators of the stress transmission mechanism that directly affected employee behavioral outcomes. Notably, work exhaustion and organization-based self-esteem partially mediate the stress transmission mechanism, while nonwork exhaustion exerts a full mediating effect.Originality/valueThis study proposes the stress transmission mechanism of ICT-enabled WNWHs and delineates emotional responses regarding the work environment attributes of ICT-enabled WNWHs, an approach rarely seen in prior IS studies. To our best knowledge, this study is the first to identify and empirically demonstrate organization-based self-esteem as one among the emotional responses to ICT-enabled WNWHs. Furthermore, it expands understanding of the holistic impacts of ICT-enabled WNWHs, which is lacking in information systems (IS) literature.
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PurposeThe present study investigates the role of "Transformational Leadership (TFL)" on employees' work engagement and its effect on their "Productivity" and "Extra-Role Customer Service" behaviors. In doing so, the present study examines the mediating role of two crucial variables, namely the creation of a "Service Climate" and the role of "Trust" that employees show toward their managers. Last but not least, this research examines the potential role of High Performance Work Systems (HPWS) as a moderator.Design/methodology/approachPartial Least Squares Structural Equation Modeling (PLS-SEM) was used on a sample of 459 customer-contact employees across thirteen 4- and 5-star Greek hotel organizations.FindingsThis study reveals the mechanism through which "TFL" impacts employees' productivity. Specifically, "TFL" first impacts employees' "Trust" toward their managers and helps toward creating a "Social Climate". In turn, both "Trust" and "Social Climate" directly impact employees' "Work Engagement" who respond by showing increased "Productivity" and by exhibiting "Extra-Role Customer Service" behaviors. Nevertheless, the role of HPWS as a moderator was not confirmed.Practical implicationsThe present study underscores the need for hotels' management to pay the required attention on creating an employment relationship based on "Trust", as well as on creating a "Service Climate" in order for their employees to become work engaged and highly productive.Originality/valueThis is among the first studies that examine the "TFL" effects on employee outcomes in the Tourism and Hospitality sector, during the COVID-19 era.