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2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 7720</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational behavior</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7720</span> Investigation of Relationship between Organizational Climate and Organizational Citizenship Behaviour: A Research in Health Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Serdar%20%C3%96ge">Serdar Öge</a>, <a href="https://publications.waset.org/abstracts/search?q=Pinar%20Ert%C3%BCrk"> Pinar Ertürk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this research is to describe the relationship between organizational climate and organizational citizenship behavior. In order to examine this relationship, a research is intended to be carried out in relevant institutions and organizations operating in the health sector in Turkey. It will be found whether there is a statistically significant relationship between organizational climate and organizational citizenship behavior through elated scientific research methods and statistical analysis. In addition, elationships between the dimensions of organizational climate and organizational citizenship behavior subscales will be questioned statistically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title="organizational climate">organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=climate" title=" climate"> climate</a> </p> <a href="https://publications.waset.org/abstracts/36006/investigation-of-relationship-between-organizational-climate-and-organizational-citizenship-behaviour-a-research-in-health-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36006.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">386</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7719</span> Relationship of Organizational Culture, Teacher Psychological Empowerment, and Organizational Citizenship Behavior in Universities in Bangkalan District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iqbal%20Abd.%20Muhbir%20Hadi%20Anam">Iqbal Abd. Muhbir Hadi Anam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study is to discuss the relationship between organizational culture, teacher psychological empowerment, and organizational citizenship behavior at the University of Bangkalan District. The data was obtained using a survey of 100 respondents tested for validity and reliability. The analytical technique used is a hierarchical regression test. The results showed that the organizational culture of the university had a strong influence on the psychological empowerment of teachers and the psychological empowerment of teachers and that the organizational culture and psychological empowerment of teachers provided effective predictions of the psychological empowerment of the university. In addition, organizational culture directly or indirectly influences teachers' organizational citizenship behavior through psychological empowerment. Given these results, universities need to build an organizational culture that reflects the nature of the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title="organizational behavior">organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20psychological%20empowerment" title=" teacher psychological empowerment"> teacher psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a> </p> <a href="https://publications.waset.org/abstracts/145391/relationship-of-organizational-culture-teacher-psychological-empowerment-and-organizational-citizenship-behavior-in-universities-in-bangkalan-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145391.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">212</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7718</span> Servant Leadership and Organizational Citizenship Behavior: The Mediating Role of Perceived Organizational Politics and the Moderating Role of Political Skill in Public Service Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Debalkie%20Demissie%20Addisu">Debalkie Demissie Addisu</a>, <a href="https://publications.waset.org/abstracts/search?q=Ejigu%20Alemu%20Abebe"> Ejigu Alemu Abebe</a>, <a href="https://publications.waset.org/abstracts/search?q=Tsegay%20Tensay%20Assefa"> Tsegay Tensay Assefa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics moderated by political skill. This study reports the responses of 321 respondents from six federal public service organizations in Ethiopia. A multi-stage random sampling procedure was employed to select the sampled federal public service organizations. To test hypotheses, the study employed structural equation modeling using AMOS version-26 software. The result revealed that all direct effects have a significant effect. Specifically, servant leadership has a positive effect on organizational citizenship behavior. Likewise, servant leadership has a negative effect on perceptions of organizational politics. Also, a perception of organizational politics has a negative effect on organizational citizenship behavior. Moreover, perceptions of organizational politics competitively mediated the effect of servant leadership on organizational citizenship behavior. As well, political skill moderated the effect of perceptions of organizational politics on organizational citizenship behavior but not the indirect effect. To the best of our knowledge, no one else employs perceptions of organizational politics as a mediating effect between servant leadership and organizational citizenship behavior. Furthermore, we are not aware of anyone else employing political skill as a moderating role in the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=servant%20leadership" title="servant leadership">servant leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=perceptions%20of%20organizational%20politics" title=" perceptions of organizational politics"> perceptions of organizational politics</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20skill" title=" political skill"> political skill</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20service%20organization" title=" public service organization"> public service organization</a>, <a href="https://publications.waset.org/abstracts/search?q=Ethiopia" title=" Ethiopia"> Ethiopia</a> </p> <a href="https://publications.waset.org/abstracts/184595/servant-leadership-and-organizational-citizenship-behavior-the-mediating-role-of-perceived-organizational-politics-and-the-moderating-role-of-political-skill-in-public-service-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184595.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7717</span> Factors Related to Employee Adherence to Rules in Kuwait Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to develop a theoretical framework which demonstrates the effect of four personal factors on employees rule following behavior in Kuwaiti business organizations. The model suggested in this study includes organizational citizenship behavior, affective organizational commitment, organizational trust, and procedural justice as possible predictors of rule following behavior. The study also attempts to compare the effects of the suggested factors on employees rule following behavior. The new model will, hopefully, extend previous research by adding new variables to the models used to explain employees rule following behavior. A discussion of issues related to rule-following behavior is presented, as well as recommendations for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20adherence%20to%20rules" title="employee adherence to rules">employee adherence to rules</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/29073/factors-related-to-employee-adherence-to-rules-in-kuwait-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29073.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">462</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7716</span> The Influence of Psychological Capital Dimensions to Performance through OCB with Resistance to Change as Moderating Variable</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bambang%20Suko%20Priyono">Bambang Suko Priyono</a>, <a href="https://publications.waset.org/abstracts/search?q=Tristiana%20Rijanti"> Tristiana Rijanti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the influence of Psychological Capital Dimensions to Organizational Citizenship Behavior. There are four dimensions of Psychological Capital such as hope, optimism, resilience, and self-efficacy. It also tests the moderation effect of Resistance to Change in the relation between Psychological Capital’s dimensions and Organizational Citizenship Behavior, and the influence of Organizational Citizenship Behavior to employees’ performance. The data from the chosen 160 respondents from Public Service Institution is processed using multiple regression and interaction method. The study results in: 1) Hope positively significantly influences Organizational Citizenship Behavior, 2) Optimism positively significantly influences Organizational Citizenship Behavior, 3) Resilience positively significantly influences Organizational Citizenship Behavior, 4) Self-efficacy positively significantly influences Organizational Citizenship Behavior, 5) Resistance to change is moderating variable between hope and Organizational Citizenship Behavior, 6) Resistance to change is moderating variable between self-efficacy and Organizational Citizenship Behavior, 7) Organizational Citizenship Behavior positively significantly influences performance. On the contrary, resistance to change as a moderating variable is proven for hope and resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title="organizational citizenship behavior">organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital%E2%80%99s%20dimensions" title=" psychological capital’s dimensions"> psychological capital’s dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20resistance%20to%20change" title=" and resistance to change"> and resistance to change</a> </p> <a href="https://publications.waset.org/abstracts/30611/the-influence-of-psychological-capital-dimensions-to-performance-through-ocb-with-resistance-to-change-as-moderating-variable" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30611.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">688</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7715</span> Occupational Stress, Perceived Fairness, and Organizational Citizenship Behavior among Bank Workers in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20M.%20Ngbea">K. M. Ngbea</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Ugwu"> F. Ugwu</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20M.%20Uwouku"> J. M. Uwouku</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Atsehe"> P. Atsehe</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Ucho"> A. Ucho</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20N.%20Achakpa-Ikyo"> P. N. Achakpa-Ikyo</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Azende"> P. Azende</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined occupational stress, perceived fairness and organizational citizenship behavior among bank workers. The participants were 198 (118) males and (80) female's bank employees from selected banks within Makurdi metropolis and questionnaire were used for data collection. Three hypotheses were tested and it was found that employees with high perception of occupational stress differ significantly from their counterparts at perceived fairness also influenced organizational citizenship behavior.On the other hand, there is no interaction effect of occupational stress and perceived fairness on organizational citizenship behavior. The implication of findings, limitations, recommendations and conclusions were discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=occupational%20stress" title="occupational stress">occupational stress</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20fairness" title=" perceived fairness"> perceived fairness</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=behavior" title=" behavior"> behavior</a> </p> <a href="https://publications.waset.org/abstracts/15619/occupational-stress-perceived-fairness-and-organizational-citizenship-behavior-among-bank-workers-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15619.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">754</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7714</span> A Global Organizational Theory for the 21st Century</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Troy%20A.%20Tyre">Troy A. Tyre</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational behavior and organizational change are elements of the ever-changing global business environment. Leadership and organizational behavior are 21st century disciplines. Network marketing organizations need to understand the ever-changing nature of global business and be ready and willing to adapt to the environment. Network marketing organizations have a challenge keeping up with a rapid escalation in global growth. Network marketing growth has been steady and global. Network marketing organizations have been slow to develop a 21st century global strategy to manage the rapid escalation of growth degrading organizational behavior, job satisfaction, increasing attrition, and degrading customer service. Development of an organizational behavior and leadership theory for the 21st century to help network marketing develops a global business strategy to manage the rapid escalation in growth that affects organizational behavior. Managing growth means organizational leadership must develop and adapt to the organizational environment. Growth comes with an open mind and one’s departure from the comfort zone. Leadership growth operates in the tacit dimension. Systems thinking and adaptation of mental models can help shift organizational behavior. Shifting the organizational behavior requires organizational learning. Organizational learning occurs through single-loop, double-loop, and triple-loop learning. Triple-loop learning is the most difficult, but the most rewarding. Tools such as theory U can aid in developing a landscape for organizational behavioral development. Additionally, awareness to espoused and portrayed actions is imperatives. Theories of motivation, cross-cultural diversity, and communications are instrumental in founding an organizational behavior suited for the 21st century. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=global" title="global">global</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=network%20marketing" title=" network marketing"> network marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title=" organizational behavior"> organizational behavior</a> </p> <a href="https://publications.waset.org/abstracts/23480/a-global-organizational-theory-for-the-21st-century" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23480.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">556</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7713</span> Understanding Workplace Behavior through Organizational Culture and Complex Adaptive Systems Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P%C3%A9ter%20Rest%C3%A1s">Péter Restás</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Czibor"> Andrea Czibor</a>, <a href="https://publications.waset.org/abstracts/search?q=Zsolt%20P%C3%A9ter%20Szab%C3%B3"> Zsolt Péter Szabó</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: This article aims to rethink the phenomena of employee behavior as a product of a system. Both organizational culture and Complex Adaptive Systems (CAS) theory emphasize that individual behavior depends on the specific system and the unique organizational culture. These two major theories are both represented in the field of organizational studies; however, they are rarely used together for the comprehensive understanding of workplace behavior. Methodology: By reviewing the literature we use key concepts stemming from organizational culture and CAS theory in order to show the similarities between these theories and create an enriched understanding of employee behavior. Findings: a) Workplace behavior is defined here as social cognition issue. b) Organizations are discussed here as complex systems, and cultures which drive and dictate the cognitive processes of agents in the system. c) Culture gives CAS theory a context which lets us see organizations not just as ever-changing and unpredictable, but as such systems that aim to create and maintain stability by recurring behavior. Conclusion: Applying the knowledge from culture and CAS theory sheds light on our present understanding of employee behavior, also emphasizes the importance of novel ways in organizational research and management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=complex%20adaptive%20systems%20theory" title="complex adaptive systems theory">complex adaptive systems theory</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20behavior" title=" employee behavior"> employee behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=stability" title=" stability"> stability</a> </p> <a href="https://publications.waset.org/abstracts/91151/understanding-workplace-behavior-through-organizational-culture-and-complex-adaptive-systems-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/91151.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">421</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7712</span> The Role of Organizational Trust in the Relationship Between Organizational Justice and Organizational Citizenship Behaviors: A Case Study of Sport Organizations of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tayebeh%20Zargar">Tayebeh Zargar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present research is to study the role of organizational trust in the relationship between organizational justice and organizational citizenship behaviors in sport organizations of Tehran Municipality. The method of this study is correlation and it is based on structural equation modeling. Among all staffs of sport organizations of Tehran Municipality, 150 staff members were selected through random sampling. The data gathering instrument of the study incorporated the Moorman’s (1999) Organizational Justice Questionnaire (OJQ), Ruder’s (2003) Trust Organizational Questionnaire (TOQ), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). SEM was utilized to analyze the data. Regarding the relationships between the variables presented in the model, the following results were obtained: organizational justice has significant direct positive effect on organizational trust (β=0.82), and organizational trust itself has significant direct positive effect on citizenship behavior (β=0.65). According to the results, making efforts in order to encourage staff members to participate more in organizational decision-making will influence their condition. Furthermore, paying more attention to organizational justice may cause the staff members to accept the organizational structure and respect the rules, volunteer in supporting the organizational resources, and have active participation in managing organization roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title="organizational trust">organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviors" title=" organizational citizenship behaviors"> organizational citizenship behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20organizations" title=" sport organizations "> sport organizations </a> </p> <a href="https://publications.waset.org/abstracts/11458/the-role-of-organizational-trust-in-the-relationship-between-organizational-justice-and-organizational-citizenship-behaviors-a-case-study-of-sport-organizations-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11458.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7711</span> Organizational Learning, Job Satisfaction and Work Performance among Nurses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rafia%20Rafique">Rafia Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Arifa%20Khadim"> Arifa Khadim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research investigates the moderating role of job satisfaction between organizational learning and work performance among nurses. Correlation research design was used. Non-probability purposive sampling technique was utilized to recruit a sample of 110 nurses from public hospitals situated in the city of Lahore. The construct of organizational learning was measured using subscale of Integrated Scale for Measuring Organizational Learning. Job satisfaction was measured with the help of Job Satisfaction Survey. Performance of employees (task performance, contextual performance and counterproductive work behavior) was assessed by Individual Work Performance Questionnaire. Job satisfaction negatively moderates the relationship between organizational learning and counterproductive work behavior. Education has a significant positive relationship with organizational learning. Age, current hospital experience, marital satisfaction and salary of the nurses have positive relationship while number of children has significant negative relationship with counterproductive work behavior. These outcomes can be insightful in understanding the dynamics involved in work performance. Based on the result of this study relevant solutions can be proposed to improve the work performance of nurses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=counterproductive%20work%20behavior" title="counterproductive work behavior">counterproductive work behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=nurses" title=" nurses"> nurses</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a> </p> <a href="https://publications.waset.org/abstracts/71137/organizational-learning-job-satisfaction-and-work-performance-among-nurses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71137.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">448</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7710</span> The Effects of Organizational Apologies for Some Members’ Annoying Behavior on Other Members’ Appraisal of Their Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chikae%20Isobe">Chikae Isobe</a>, <a href="https://publications.waset.org/abstracts/search?q=Toshihiko%20Souma"> Toshihiko Souma</a>, <a href="https://publications.waset.org/abstracts/search?q=Yoshiya%20Furukawa"> Yoshiya Furukawa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Japan, an organization is sometimes asked for responsibility and apology toward the organization for the annoying behavior of employees, even though the behavior is not relevant to the organization. Our studies have repeatedly shown that it is important for organizational evaluation to organization propose compensatory behavior for such annoying behavior, even though the behavior is not relevant to the organization. In this study, it was examined how such an organizational response (apology) was likely to evaluate by members of the organization who were not related to the annoying behavior. Three independent variables were manipulated that is organization emotion (guilt and shame), compensation (proposal or not), and the relation between organization and the annoying behavior (relate or not). And the effects of organizational identity (high and low) were also examined. We conducted an online survey for 240 participants through a crowdsourcing company. Participants were asked to imagine a situation in which an incident in which some people in your company did not return an important document that they borrowed privately (vs. at work) became the topic of discussion, and the company responded. For the analysis,189 data (111 males and 78 females, mean age = 40.6) were selected. The results of ANOVA of 2 by2 on organizational appraisal, perceived organizational responsibility, and so on were conducted. Organization appraisal by members was also higher when the organization proposed compensatory behavior. In addition, when the annoying behavior was related to their work (than no related), for those who were high in organization identity (than low), organization appraisal was high. The interaction between relatedness and organizational identity was significant. Differences in relatedness between the organization and annoying behavior were significant in those with low organizational identity but not in those with high organizational identity. When the organization stated not taking compensatory action, members were more likely to perceive the organization as responsible for the annoying behavior. However, the interaction results indicated this tendency was limited to when the annoying behavior was not related to the organization. Furthermore, it tended to be perceived as responsible for the organization when the organization made a statement that felt shame for the annoying behavior not related to the organization and would compensate for the annoying behavior. These results indicate that even members of the organization do not consider the organization's compensatory actions to be unjustified. In addition, because those with high organizational identity perceived the organization to be responsible when it showed strong remorse (shame and compensation), they would be a tendency to make judgments that are consistent with organizational judgments. It would be considered that the Japanese have the norm that even if the organization is not at fault for a member's disruptive behavior, it should respond to it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=appraisal%20for%20organization" title="appraisal for organization">appraisal for organization</a>, <a href="https://publications.waset.org/abstracts/search?q=annoying%20behavior" title=" annoying behavior"> annoying behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20shame%20and%20guilt" title=" group shame and guilt"> group shame and guilt</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20apologies" title=" organizational apologies"> organizational apologies</a> </p> <a href="https://publications.waset.org/abstracts/150878/the-effects-of-organizational-apologies-for-some-members-annoying-behavior-on-other-members-appraisal-of-their-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150878.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">126</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7709</span> The Interaction of Job Involvement and Organizational Citizenship Behavior on Well-Being</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yu-Chen%20Wei">Yu-Chen Wei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study integrated the need fulfillment theory and affective event theory to investigate the effects of the interaction of job involvement and organizational citizenship behavior (OCB) on well-being. Data from 196 paired samples of employees and their supervisors in one supplementary school in Taiwan were analyzed. This study found that while neither job involvement nor OCB directly affects well-being, the interaction of job involvement and OCB can predict well-being. The findings of this study suggest that management can assist employees in improving their well-being by balancing job involvement and OCB. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title="job involvement">job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being" title=" well-being"> well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=need%20fulfillment" title=" need fulfillment"> need fulfillment</a> </p> <a href="https://publications.waset.org/abstracts/163643/the-interaction-of-job-involvement-and-organizational-citizenship-behavior-on-well-being" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163643.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7708</span> The Moderating Effect of Organizational Commitment in the Relationship between Emotional Intelligence and Work Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to determine the moderating of effect of organizational commitment in the relationship between emotional intelligence and work outcomes. The study presents a new model to explain the mechanism through which emotional intelligence influences work outcomes. The model includes emotional intelligence as an independent variable, organizational commitment as a moderating variable, and work performance, job involvement, job satisfaction, organizational citizenship behavior, and intention to leave as dependent variables. A sample of 208 employees working in eight Kuwaiti business organizations (from industrial, banking, service, and financial sectors) were surveyed, and data was analyzed using structural equation modeling. Results indicate that emotional intelligence is positively associated with organizational commitment and that the positive effect of emotional intelligence on job involvement and organizational citizenship behavior is moderated by organizational commitment. The results of the current study are discussed and are compared to the results of previous studies in this area. Finally, the directions for future research are suggested. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=intention%20to%20leave" title=" intention to leave"> intention to leave</a> </p> <a href="https://publications.waset.org/abstracts/63026/the-moderating-effect-of-organizational-commitment-in-the-relationship-between-emotional-intelligence-and-work-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63026.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">322</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7707</span> The Effect of Job Insecurity on Attitude towards Change and Organizational Citizenship Behavior: Moderating Role of Islamic Work Ethics </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khurram%20Shahzad">Khurram Shahzad</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Usman"> Muhammad Usman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main aim of this study is to examine the direct and interactive effects of job insecurity and Islamic work ethics on employee’s attitude towards change and organizational citizenship behavior. Design/methodology/approach: The data was collected from 171 male and female university teachers of Pakistan. Self administered, close ended questionnaires were used to collect the data. Data was analyzed through correlation and regression analysis. Findings: Through the analysis of data, it was found that job insecurity has a strong negative effect on the attitude towards change of university teachers. On the contrary, job insecurity has no significant effect on organizational citizenship behavior of university teachers. Our results also show that Islamic work ethics does not moderate the relationship of job insecurity and attitude towards change, while a strong moderation effect of Islamic wok ethics is found on the relationship of job insecurity and organizational citizenship behavior. Originality/value: This study for the first time examines the relationship of job insecurity with employee’s attitude towards change and organizational citizenship behavior with the moderating effect of Islamic work ethics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20security" title="job security">job security</a>, <a href="https://publications.waset.org/abstracts/search?q=islamic%20work%20ethics" title=" islamic work ethics"> islamic work ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=attitude%20towards%20change" title=" attitude towards change"> attitude towards change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/21356/the-effect-of-job-insecurity-on-attitude-towards-change-and-organizational-citizenship-behavior-moderating-role-of-islamic-work-ethics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21356.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">480</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7706</span> The Differences in Organizational Citizenship Behavior Based on Work Status of Hotels Employees in Bali in Terms of Quality of Work Life</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ni%20Wayan%20Sinthia%20Widiastuti">Ni Wayan Sinthia Widiastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Komang%20Rahayu%20Indrawati"> Komang Rahayu Indrawati</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increasing number of tourists coming to Bali, causing accommodation facilities, such as hotels have increased. The existence of hotel needs will be the source of labor and cost efficiency, so that hotel management employs employees with different working status. The hospitality industry is one of the sectors that require organizational citizenship behavior because, the main goal of every hotel, in general, was to provide the best service and quality to tourists. The purpose of this study was to determine the differences in organizational citizenship behavior based on work status of employees at the Hotel in Bali in terms of quality of work life. Research sample was chosen randomly through two-stage cluster sampling which succeeds to obtain 126 samples from 11 hotels in Denpasar, Bali. The subjects consisted of 64 employees with Employment Agreement of Uncertain Time or who is often called a permanent employee and 62 employees with Employment Agreement of Certain Time or better known as contract employees, outsourcing, and daily workers. Instruments in this study were the scale of organizational citizenship behavior and the scale of quality of work life. The results of ANCOVA analysis showed there were differences in organizational citizenship behavior based on employee work status in terms of quality of work life. Differences in organizational citizenship behavior and quality of work life based on work status of employees using comparative test was analysis by independent sample t-test shows there were differences in organizational citizenship behavior and quality of work life between employees with different working status in hotels in Bali. The result of the regression analysis showed the functional relationship between quality of work life and organizational citizenship behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hotel%20in%20Bali" title="hotel in Bali">hotel in Bali</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20work%20life" title=" quality of work life"> quality of work life</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20status%20of%20employees" title=" work status of employees"> work status of employees</a> </p> <a href="https://publications.waset.org/abstracts/85127/the-differences-in-organizational-citizenship-behavior-based-on-work-status-of-hotels-employees-in-bali-in-terms-of-quality-of-work-life" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85127.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">290</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7705</span> Continuance Commitment of Retail Pharmacist in a Labor Shortage: Results from the Questionnaire Survey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shigeaki%20Mishima">Shigeaki Mishima</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Pharmacist labor shortage has become a long-term problem in Japan. This paper discusses the relationship between organizational commitment and pharmacists' organizational behavior in the context of labor shortage. Based on a multidimensional view of organizational commitment, effective commitment and continuous commitment are measured. It is suggested that the continuous commitment has a unique impact on withholding information behavior. We also discuss the impact of labor supply and demand on continuous commitment of retail pharmacist. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title="organizational commitment">organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=pharmacist" title=" pharmacist"> pharmacist</a>, <a href="https://publications.waset.org/abstracts/search?q=labor%20shortage" title=" labor shortage"> labor shortage</a>, <a href="https://publications.waset.org/abstracts/search?q=professional" title=" professional"> professional</a> </p> <a href="https://publications.waset.org/abstracts/24422/continuance-commitment-of-retail-pharmacist-in-a-labor-shortage-results-from-the-questionnaire-survey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24422.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">421</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7704</span> Relationship Between Employee Engagement and Organizational Citizenship Behavior Among Its Employees in Chennai</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sudharshana%20J.">Sudharshana J.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee engagement is considered as one of the major issues of IT sectors. Most of the IT sectors in India is confronted with it. However, one IT sector is different from another. In today’s scenario Employee engagement and organizational citizenship behavior are generally considered as prominent concepts. The main reason is that they are really important for the success of any organization. Both are popular concepts and have their own values in the IT sector. The current study is different in terms of its population and area. So due to the above said reason, the present study strongly analyses the relationship between employee engagement and organizational citizen behavior (OCB) in IT sectors in Chennai. Organizational citizenship behaviour improves social harmony in the workplace. This study elucidates the relationship that exists between employee engagement and organizational citizenship behavior with reference to employees working in IT sectors that are located in Chennai. Data was collected with the help of a questionnaire. The findings of the present study will help employers to clearly understand the importance of employee engagement and organizational citizenship behavior in IT sectors in Chennai. The employees who work in IT sectors in Chennai and take measures according to it. This study aims to explore the relationship between employee engagement and organizational citizenship behavior in the IT sector. The IT sectors in Chennai were selected for the conduction of the study. A standardized questionnaire was circulated for the collection of data. This study gives an in-depth insight into employee engagement in the IT sector in Chennai. Limitations and future tangents of this current study were also discussed. Sample: the respondents of this present study are employees of IT sectors that are situated in Chennai. Personnel from various IT sectors are incorporated and benefit from a broader range of their perspectives and also their experiences. This enhances the findings and the capacity for applying them to a broader context. This study is designed for statistical context. This study is designed for statistical details while considering practical and constraints in the resource. The sample size for this present study has been determined to be 100 employees from IT sectors in Chennai. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title="organizational citizenship behavior">organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement." title=" employee engagement."> employee engagement.</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20Employees" title=" IT Employees"> IT Employees</a>, <a href="https://publications.waset.org/abstracts/search?q=correlation%20between" title=" correlation between"> correlation between</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement%20and%20organizational%20citizenship%20behaviour" title=" employee engagement and organizational citizenship behaviour"> employee engagement and organizational citizenship behaviour</a> </p> <a href="https://publications.waset.org/abstracts/196198/relationship-between-employee-engagement-and-organizational-citizenship-behavior-among-its-employees-in-chennai" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/196198.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">26</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7703</span> Structural Model on Organizational Climate, Leadership Behavior and Organizational Commitment: Work Engagement of Private Secondary School Teachers in Davao City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Genevaive%20Melendres">Genevaive Melendres</a> </p> <p class="card-text"><strong>Abstract:</strong></p> School administrators face the reality of teachers losing their engagement, or schools losing the teachers. This study is then conducted to identify a structural model that best predict work engagement of private secondary teachers in Davao City. Ninety-three teachers from four sectarian schools and 56 teachers from four non-sectarian schools were involved in the completion of four survey instruments namely Organizational Climate Questionnaire, Leader Behavior Descriptive Questionnaire, Organizational Commitment Scales, and Utrecht Work Engagement Scales. Data were analyzed using frequency distribution, mean, standardized deviation, t-test for independent sample, Pearson r, stepwise multiple regression analysis, and structural equation modeling. Results show that schools have high level of organizational climate dimensions; leaders oftentimes show work-oriented and people-oriented behavior; teachers have high normative commitment and they are very often engaged at their work. Teachers from non-sectarian schools have higher organizational commitment than those from sectarian schools. Organizational climate and leadership behavior are positively related to and predict work engagement whereas commitment did not show any relationship. This study underscores the relative effects of three variables on the work engagement of teachers. After testing network of relationships and evaluating several models, a best-fitting model was found between leadership behavior and work engagement. The noteworthy findings suggest that principals pay attention and consistently evaluate their behavior for this best predicts the work engagement of the teachers. The study provides value to administrators who take decisions and create conditions in which teachers derive fulfillment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20behavior" title="leadership behavior">leadership behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title=" organizational climate"> organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20secondary%20school%20teachers" title=" private secondary school teachers"> private secondary school teachers</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20model%20on%20work%20engagement" title=" structural model on work engagement"> structural model on work engagement</a> </p> <a href="https://publications.waset.org/abstracts/53403/structural-model-on-organizational-climate-leadership-behavior-and-organizational-commitment-work-engagement-of-private-secondary-school-teachers-in-davao-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53403.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7702</span> Deconstructing Abraham Maslow’s Hierarchy of Needs: A Comparison of Organizational Behaviour and Branding Perspectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Satya%20Girish%20Goparaju">Satya Girish Goparaju</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is said that the pyramid of Needs is not an invention by Maslow but only a graphical representation of his theory. It is also interesting to note how business management schools have adopted this interpreted theory to organizational behavior and marketing subjects. Against this background, this article attempts to raise the point that the hierarchy of needs proposed by Abraham Maslow need not necessarily be represented in a pyramid, but a linear model would be more eligible in the present times. To propose this point, this article presents needs a comparative study of ‘self-actualization’ (the apex of the pyramid) in organizational behavior and branding contexts, respectively. This article tries to shed light on the original theory proposed by Maslow, which stated that self-actualization is attained through living one’s life completely and not by satisfying individual needs. Therefore, in an organizational behavior perspective, it can be understood that self-actualization is irrelevant as an employee’s life is not the work and the satisfied needs in a workplace will only make the employee perform better. In the same way, a brand does not sell products to satisfy all needs of a consumer and does not have a role directly in attaining self-actualization. For the purpose of this study, select employees of a branding agency will participate in responding to a questionnaire to answer both as employees of an organization and also as consumers of a global smartphone brand. This study aims to deconstruct the interpretations that have been widely accepted by both organizational behavior and branding professionals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=branding" title="branding">branding</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=needs" title=" needs"> needs</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title=" organizational behavior"> organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=psychology" title=" psychology"> psychology</a> </p> <a href="https://publications.waset.org/abstracts/139184/deconstructing-abraham-maslows-hierarchy-of-needs-a-comparison-of-organizational-behaviour-and-branding-perspectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/139184.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">237</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7701</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">126</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7700</span> The Influence of Leader’s Sources of Power on Organizational Citizenship Behaviour </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Noor%20Azlina%20Mohamed%20Yunus">Noor Azlina Mohamed Yunus</a>, <a href="https://publications.waset.org/abstracts/search?q=Noorlaila%20Yunus"> Noorlaila Yunus</a>, <a href="https://publications.waset.org/abstracts/search?q=Kadulliah%20Ghazali"> Kadulliah Ghazali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this an era of intense competition, Malaysia aspires to be a fully developed country by 2020 and desires its citizens to perform and execute excellent work behaviors. For that reason, organizations are focusing on employees’ positive and constructive behaviors such as organizational citizenship behavior (OCB). They expect employees to not only complete their required duties by providing excellent performance but also keenly go beyond their roles that are not specifying in their formal job descriptions to ensure organizational success. The role and duty to acquire employees to engage and connect in OCB is the responsibility of a leader. Thus, leaders can utilize their sources of power to enable subordinates to accomplish organizational objective including OCB. Therefore, this paper formulates a framework postulating leader’s sources of power as an antecedent of organizational citizenship behavior (OCB). The discussion on implications for future theory development is discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviour%20%28OCB%29" title="organizational citizenship behaviour (OCB)">organizational citizenship behaviour (OCB)</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%E2%80%99s%20sources%20of%20power" title=" leader’s sources of power"> leader’s sources of power</a>, <a href="https://publications.waset.org/abstracts/search?q=call%20centre%20industry" title=" call centre industry"> call centre industry</a>, <a href="https://publications.waset.org/abstracts/search?q=conceptual%20paper" title=" conceptual paper"> conceptual paper</a> </p> <a href="https://publications.waset.org/abstracts/12041/the-influence-of-leaders-sources-of-power-on-organizational-citizenship-behaviour" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7699</span> Management of Organizational Behavior Utilizing Human Resources</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Habab%20Ahmed%20Hassan%20Abuzeid">Habab Ahmed Hassan Abuzeid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations are social systems. If one wishes to work in them or to manage them, it is necessary to understand how they operate. Organizations combine science and people–technology and humanity. Unless we have qualified people to design and implement, techniques alone will not produce desirable results. Human behavior in organizations is rather unpredictable. It is unpredictable because it arises from people’s deep-seated needs and value systems. However, it can be partially understood in terms of the framework of behavioral science, management and other disciplines. There is no idealistic solution to organizational problems. All that can be done is to increase our understanding and skills so that human relations at work can be enhanced. In this paper, we consider management of organization behavior utilizing human resources. Study the elements of organization behavior, the effectiveness of mechanism to enhance staff relationships. Many approaches could be applied for healthy organizational environment, it’s highlighted more details in this paper. Organization behavior can raise the employees’ engagement, loyalty and commitment; to accomplish the goal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environment" title="environment">environment</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement" title=" engagement"> engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20behavior" title=" organization behavior"> organization behavior</a> </p> <a href="https://publications.waset.org/abstracts/47879/management-of-organizational-behavior-utilizing-human-resources" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7698</span> The Relationship between Organizational Political Behavior and Moral Values with Work Engagement in Sport Employees of National Iranian Gas Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Salahedin%20Naghshbandi">Seyed Salahedin Naghshbandi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahnaz%20Ahmadikhatir"> Mahnaz Ahmadikhatir</a>, <a href="https://publications.waset.org/abstracts/search?q=Siavash%20Hamidzadeh"> Siavash Hamidzadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the relationship between organizational political behavior and ethical values with the job enthusiasm of the sport personnel of the National Iranian Gas Company. The population of this research included all personnel of the National Iranian Gas Company's sports personnel (150 people). For collecting information, library resources and three questionnaires, organizational political behavior by Kaspar and Carlsen (1997), Lewall's moral values questionnaire (1986) and job enthusiasm questionnaire Schaufeli & Bekker (2003) have been used. Validity of the questionnaires was confirmed by university professors. Using Cronbach alpha correlation coefficient, the reliability of the organizational political behavior questionnaire was 0.92, the moral values questionnaire was 0.86 and the Schaufeli & Baker job enthusiasm questionnaire was 0.91-0.96. The results of this research show a significant, direct and positive relationship between the components of job aspiration with political behavior and ethical values. Therefore, managers of organizations should, as far as possible, remove political behaviors from the organization and be able to institutionalize ethical values in their organization so that they can increase employee eagerness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=political%20behavior" title="political behavior">political behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20values" title=" ethical values"> ethical values</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20enthusiasm" title=" job enthusiasm"> job enthusiasm</a>, <a href="https://publications.waset.org/abstracts/search?q=staff" title=" staff"> staff</a>, <a href="https://publications.waset.org/abstracts/search?q=national%20Iranian%20gas%20company" title=" national Iranian gas company"> national Iranian gas company</a> </p> <a href="https://publications.waset.org/abstracts/122558/the-relationship-between-organizational-political-behavior-and-moral-values-with-work-engagement-in-sport-employees-of-national-iranian-gas-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122558.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">124</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7697</span> Exploring the Relationship between the Concepts of Organization Culture and Organizational Justice</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Orhan%20Sezgin">Orhan Sezgin</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehmet%20Kursad%20Ordu"> Mehmet Kursad Ordu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s business world, among a number of forces, employees are seen as the most important components in order to survive and achieve organizational goals successfully. Improving the performance and effectiveness of the employees that also are called the “human capital” is one of the most important responsibilities of today’s managers. Managers are expected to provide a workplace to improve the employee’s performance and commitment. Improving the performance and effectiveness of the employees is one of the most significant responsibilities of managers. They are expected to provide a workplace to improve employee’s performance and commitment. This study has concentrated on the exploring of the associations among the basic concepts of organizational behavior science including organizational culture, organizational justice behavior. These concepts play significant roles both on the improvement of employees and the organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organization%20culture" title="organization culture">organization culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=procedural%20justice" title=" procedural justice"> procedural justice</a>, <a href="https://publications.waset.org/abstracts/search?q=distributive%20justice" title=" distributive justice"> distributive justice</a> </p> <a href="https://publications.waset.org/abstracts/47150/exploring-the-relationship-between-the-concepts-of-organization-culture-and-organizational-justice" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47150.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">368</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7696</span> Moderating Role of Psychological Contract in Relationship between Moral Disengagement and Counterproductive Work Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Afsheen%20Masood">Afsheen Masood</a>, <a href="https://publications.waset.org/abstracts/search?q=Sumaira%20Rashid"> Sumaira Rashid</a>, <a href="https://publications.waset.org/abstracts/search?q=Nadia%20Ijaz"> Nadia Ijaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Shama%20Mazahir"> Shama Mazahir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The current study examined the relationship between moral disengagement, psychological contract, organizational citizenship behavior and counterproductive work behavior. It is hypothesized that there is likely to be a significant relationship between moral disengagement, psychological contract, organizational citizenship behavior and counterproductive work behavior. It is hypothesized that moral disengagement is likely to significantly predict counterproductive work behavior. It is hypothesized that psychological contract is likely to moderate the relationship between moral disengagement, and counterproductive work behavior. Cross-sectional survey research design was used for the study. The sample consisted of 500 middle managers, age ranging between 30-45 years working in private and public sector. The measures used were Moral Disengagement Scale, Psychological Contract Scale, and Counterproductive Work Behavior. Series of Correlation analyses, Regression analysis, moderation analysis and t-test was run in order to execute descriptive and inferential analyses. The findings revealed that there was a significant positive relationship between moral disengagement and counterproductive work behaviors. Psychological contract significantly mediated the relationship between moral disengagement and counterproductive work behaviors. There were significant gender differences reported in psychological contract and counterproductive work behaviors. The insightful findings carry significant implication for organizational psychologists and organizational stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title="psychological contract">psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20disengagement" title=" moral disengagement"> moral disengagement</a>, <a href="https://publications.waset.org/abstracts/search?q=counterproductive%20work%20behaviors" title=" counterproductive work behaviors"> counterproductive work behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=mediation%20analysis" title=" mediation analysis"> mediation analysis</a> </p> <a href="https://publications.waset.org/abstracts/71626/moderating-role-of-psychological-contract-in-relationship-between-moral-disengagement-and-counterproductive-work-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71626.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7695</span> Consequences of Employees' Perception of Political Behavior in Kuwaiti Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to examine the effect of employees’ perception of political behavior on their behavior and attitudes. The model tested in this study suggests that employees’ perception of political behavior in their organizations leads to lower levels of job satisfaction, and organizational commitment, and higher levels of work-related stress, and intentions to leave the organization. A sample of 182 employees working in six Kuwaiti business organizations were surveyed using a questionnaire, and data was analyzed using correlation analysis, regression analysis, and non-parametric tests. Results reveal that employees’ perception of political behavior is negatively associated with job satisfaction and organizational commitment, and positively associated with work-related stress and employees’ intentions to leave the organization. The results of the current study are discussed and are compared to the results of previous studies in this area. Finally, the directions for future research are suggested. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=perceptions%20of%20political%20behavior" title="perceptions of political behavior">perceptions of political behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=intention%20to%20leave" title=" intention to leave"> intention to leave</a> </p> <a href="https://publications.waset.org/abstracts/63036/consequences-of-employees-perception-of-political-behavior-in-kuwaiti-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63036.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">356</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7694</span> The Impact of Corporate Social Responsibilities on Employees’ Green Behavior: The Moderating Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zubair%20Ahmad">Zubair Ahmad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Drawing from social exchange theory, this study proposes to explore the association between corporate social responsibility as external CSR and Internal CSR with employees' green behavior. Furthermore, the author also analyzed the moderating role of organizational trust among the aforementioned associations. The target respondents for this descriptive study were employees working hotel industry of Pakistan. An online questionnaire link was sent to hotel managers and is requested to share the questionnaire link with employees. The respondents for this study were selected through the convenience sampling technique. The collected data from participants is analyzed through AMOS and SPSS. The findings show that both internal corporate social responsibility and external corporate social responsibility exert a positive and significant influence on employees' green behavior. Thus it is concluded that the key driver behind the green behavior of hotel employees is the social setting of their workplace. Findings also revealed that organizational trust plays a positive role in enhancing the green behavior of hotel employees. This study extends the literature on corporate social responsibility by exploring the boundary role of organizational trust between internal and external corporate social responsibility and employees' green behavior in hotels. Moreover, CSR activities should be performed for attaining a competitive edge and maintaining a balance between progress and sustainability of the environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20corporate%20social%20responsibility" title=" internal corporate social responsibility"> internal corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20corporate%20social%20responsibility" title=" external corporate social responsibility"> external corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20exchange%20theory" title=" social exchange theory"> social exchange theory</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20green%20behavior" title=" employee green behavior"> employee green behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a> </p> <a href="https://publications.waset.org/abstracts/153690/the-impact-of-corporate-social-responsibilities-on-employees-green-behavior-the-moderating-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153690.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7693</span> Paternalistic Leadership and Organizational Citizenship Behavior: Moderating Role of Employee Loyalty to Supervisor</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Obiajulu%20Anthony%20Ugochukwu%20Nnedum">Obiajulu Anthony Ugochukwu Nnedum</a>, <a href="https://publications.waset.org/abstracts/search?q=Bernard%20Chukwukelue%20Chine"> Bernard Chukwukelue Chine</a>, <a href="https://publications.waset.org/abstracts/search?q=Jerome%20Ogochukwu%20Ezisi"> Jerome Ogochukwu Ezisi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A notable challenge of organizational citizenship behavior in Nigerian organizations is the prevalence of individualistic work cultures among employees, as this mindset can result in employees being less willing to go beyond their formal job requirements to contribute to the organization overall success. However, the dearth and scarce research on the antecedents of organizational citizenship behavior, such as paternalistic leadership and employee loyalty to supervisors in sub-Saharan African cultures such as Nigeria, motivated the current study to take a deep investigation into the moderating role of employee loyalty to supervisor on the relationship between paternalistic leadership and organizational citizenship behavior. The relevance of the current study ensures that when employees are loyal to their paternalistic leaders who show care and support, they are more likely to exhibit organizational citizenship behavior. The current study employed a sample size of four hundred and twenty participants (one hundred and five managers and three hundred and five subordinates) from eleven large organizations randomly selected through lucky dip from twenty-two large organizations from the directory of the Chamber of Commerce and Industry in Anambra state, south-eastern Nigeria. Also, a twelve-item organizational citizenship behavior scale, a thirty-nine-item paternalistic leadership scale, and a six-item loyalty to supervisor scale were employed for the collection of data for the current study. Adopting a one manager/Leader by triad subordinates cross-sectional survey design, Hayes process micro model and statistical package for social sciences (SPSS) version twenty-five, the findings from the result of the analysis of the hypotheses demonstrated that loyalty to supervisor moderated the relationship between paternalistic leadership and organizational citizenship behavior-conscientiousness. Also, the findings from the result revealed that loyalty to the supervisor moderated the relationship between authoritative leadership and organizational citizenship behavior identification. Furthermore, the findings from the result showed that loyalty to the supervisor moderated the relationship between moral leadership and organizational citizenship behavior. Accordingly, the result from the analysis implies that when employees are loyal to their supervisors, they are more likely to exhibit organizational citizenship behavior by going above and beyond their formal job requirements, as this loyalty can be fostered through a paternalistic leadership style that emphasizes a supportive and caring relationship between supervisors and subordinates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authoritative%20leadership" title="authoritative leadership">authoritative leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20leadership" title=" moral leadership"> moral leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty%20to%20supervisor" title=" loyalty to supervisor"> loyalty to supervisor</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/175804/paternalistic-leadership-and-organizational-citizenship-behavior-moderating-role-of-employee-loyalty-to-supervisor" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/175804.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">64</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7692</span> Effect of Organizational Competitive Climate on Organizational Prosocial Behavior: Workplace Envy as a Mediator</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Armaghan%20Eslami">Armaghan Eslami</a>, <a href="https://publications.waset.org/abstracts/search?q=Nasrin%20Arshadi"> Nasrin Arshadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Scarce resources are the inseparable part of organization life. This fact that only small number of the employees can have these resources such as promotion, raise, and recognition can cause competition among employees, which create competitive climate. As well as any other competition, small number wins the reward, and a great number loses, one of the possible emotional reactions to this loss is negative emotions like malicious envy. In this case, the envious person may try to harm the envied person by reducing the prosocial behavior. Prosocial behavior is a behavior that aimed to benefit others. The main propose of this action is to maintain and increase well-being and well-fare of others. Therefore, one of the easiest ways for harming envied one is to suppress prosocial behavior. Prosocial behavior has positive and important implication for organizational efficiency. Our results supported our model and suggested that competitive climate has a significant effect on increasing workplace envy and on the other hand envy has significant negative impact on prosocial behavior. Our result also indicated that envy is the mediator in the relation between competitive climate and prosocial behavior. Organizational competitive climate can cause employees respond envy with negative emotion and hostile and damaging behavior toward envied person. Competition can lead employees to look out for proof of their self-worthiness; and, furthermore, they measure their self-worth, value and respect by the superiority that they gain in competitions. As a result, loss in competitions can harm employee’s self-definition and they try to protect themselves by devaluating envied other and being ‘less friendly’ to them. Some employees may find it inappropriate to engage in the harming behavior, but they may believe there is nothing against withholding the prosocial behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20climate" title="competitive climate">competitive climate</a>, <a href="https://publications.waset.org/abstracts/search?q=mediator" title=" mediator"> mediator</a>, <a href="https://publications.waset.org/abstracts/search?q=prosocial%20behavior" title=" prosocial behavior"> prosocial behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20envy" title=" workplace envy"> workplace envy</a> </p> <a href="https://publications.waset.org/abstracts/50232/effect-of-organizational-competitive-climate-on-organizational-prosocial-behavior-workplace-envy-as-a-mediator" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50232.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">365</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7691</span> The Impact of Internal and External CSR on Organizational Citizenship Behavior and Performance: Mediation of Organizational Identification and Moderation of Ethical Leadership. A Cross-Cultural Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Huma%20Sarwar">Huma Sarwar</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Ishtiaq%20Ishaq"> Muhammad Ishtiaq Ishaq</a>, <a href="https://publications.waset.org/abstracts/search?q=Junaid%20Aftab"> Junaid Aftab</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The hospitality sector contributes significantly to the global economy but it is also responsible for imposing adverse influences both environmentally and socially. The objective of this research is two-fold: (1) examining the direct impact of internal CSR and external CSR and indirect impact via organizational identification on creative performance and organizational citizenship behavior (OCB), and (2) determining the moderating role of ethical leadership in the relationships of internal- and external- CSR with organizational identification in a cross-cultural context. The data was were collected using multi-respondents and time-lagged data from 260 Pakistani and 239 UK respondents working in upscale hotels of the United Kingdom and Pakistan. The results demonstrate significant differences in both cultures as external CSR has a more substantial impact on organizational identification in the UK, whereas organizational identification has a relatively stronger influence on OCB and creative performance in collectivistic culture (i.e., Pakistan). The findings also confirmed that ethical leadership significantly moderates the relationship of internal- and external - CSR on organizational identification. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Huma%20Sarwar" title="Huma Sarwar">Huma Sarwar</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Ishtiaq%20Ishaq" title=" Muhammad Ishtiaq Ishaq"> Muhammad Ishtiaq Ishaq</a>, <a href="https://publications.waset.org/abstracts/search?q=Junaid%20Aftab" title=" Junaid Aftab"> Junaid Aftab</a> </p> <a href="https://publications.waset.org/abstracts/148265/the-impact-of-internal-and-external-csr-on-organizational-citizenship-behavior-and-performance-mediation-of-organizational-identification-and-moderation-of-ethical-leadership-a-cross-cultural-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148265.pdf" target="_blank" class="btn btn-primary 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