Páginas

Mostrando entradas con la etiqueta organizational citizenship behaviour. Mostrar todas las entradas
Mostrando entradas con la etiqueta organizational citizenship behaviour. Mostrar todas las entradas

viernes, 15 de abril de 2016

Change-oriented organizational citizenship behavior: Analysis of antecedents centered on regulatory theory focus at the workplace

Citation

Simo, Pep; Sallan, Jose M; Fernandez, Vicenc; Enache, Mihaela (2016). Change-oriented organizational citizenship behavior: Analysis of antecedents centered on regulatory theory focus at the workplace. International Journal of Organizational Analysis, 24(2), 261-273.
doi: http://dx.doi.org/10.1108/IJOA-10-2014-0805

Abstract

Purpose – The aim of this research is to empirically examine the relationships between the regulatory focus in the workplace and discretionary (change-oriented OCB) and non-discretionary (intentions related to performance at work) work outcomes, in an academic work setting.

Design/methodology/approach – Data were collected using a questionnaire conducted with 251 Spanish academic workers. The data were analyzed using structural equation modeling.

Findings – Results reveal the existence of positive relationships between promotion focus and two of the outcomes: change-oriented OCB and research-oriented performance-enhancement intention. On the other hand, prevention focus had only a significant relationship with teacher-oriented performance-enhancement intention.

Research limitations/implications – The limitations of this research are twofold: on the one hand, further research should overcome the methodological limitations related with data gathering, looking for third-party measures of performance and favoring longitudinal data collection designs. On the other hand, more research is needed on the malleability of regulatory focus, defining models in which prevention and promotion focus act as mediating variables.

Practical implications – Individuals with high levels of promotion focus will put their efforts on the tasks which are more valued in the processes of tenure, promotion and compensation. On the other hand, individuals with high levels of prevention focus will tend to meet the minimum of requirements and accomplish salient job duties. These implications can be taken into account when defining human resource policies, giving a high weight in the assessment of tenure and promotion programs to those tasks on which the organization wants their promotion focus individuals to center their attention.

Originality/value – This paper is one of the first efforts of validating the regulatory focus of work scale in organizational and academic contexts different from the initial validation study. The study also contributes to research on the antecedents of change-oriented organizational citizenship behaviors, and defines new measures of intentions to perform in specific working activities.

viernes, 28 de febrero de 2014

Organizational commitment vs focal and discretionary behaviours

Citation

Simo, P., Enache, M., Sallan, J. M., & Fernandez, V. (2014). Relations between organizational commitment and focal and discretionary behaviours. The Service Industries Journal, 34(5), 1–17. doi:10.1080/02642069.2014.871534

Abstract

The purpose of this paper is to analyse the relations between organizational commitment dimensions and two focal and discretionary behaviours (intention to stay and organizational citizenship behaviour). Drawing on a sample of 310 Spanish employees of small services firms, this research reveals that in contrast to recent findings that detected a non-linear (inverted U-shaped) relationship between continuance commitment and intention to stay, the form of the relationships between organizational commitment dimensions and the proposed outcomes is linear rather than non-linear. Furthermore, when dividing continuance commitment into two sub-components, the research results indicate that the dimension associated with commitment based on few existing employment alternatives is significantly, negatively and linearly related to intention to stay and organizational citizenship behaviour. This suggests that the three-component model of organizational commitment suffers from a conceptual inconsistency, which is further discussed.