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organizational citizenship behavior</title> <meta name="description" content="Search results for: organizational citizenship behavior"> <meta name="keywords" content="organizational citizenship behavior"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science 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method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="organizational citizenship behavior"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 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> 7740</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational citizenship behavior</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7740</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">379</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">7739</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">685</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">7738</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">748</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">7737</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">68</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">7736</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">206</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">7735</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">91</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">7734</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">475</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">7733</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">286</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">7732</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">340</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">7731</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">456</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">7730</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">321</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">7729</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">319</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">7728</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">57</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">7727</span> Program Accreditation as a Change Enterprise in Oman</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahmoud%20Mohamed%20Emam">Mahmoud Mohamed Emam</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasser%20Fathy%20Hendawy%20Al-Mahdy"> Yasser Fathy Hendawy Al-Mahdy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Higher education institutions (HEIs) in Arab countries have witnessed large scope transformations as a result of embracing globalised practices. The introduction of program academic accreditation in HEIs in the Arab context has been regarded as a change enterprise that has proponents and opponents. In essence, introducing new systems or practices trigger changes that may shatter employees at a given organization. Therefore, it is argued that the interaction between organizational, contextual, and individual-related variables are likely to determine how the organization succeeds in facing resistance to change. This study investigated a mediated-effects model of organizational support and citizenship behavior. The model proposes organizational support as an antecedent of citizenship behavior and commitment to change as a mediator in the organizational support–citizenship behavior relationship. Survey data were collected and analyzed from university faculty (n=221) using structural equation modeling. Findings showed that organizational support significantly contributes to increasedcitizenshipbehaviour and the commitment of university faculty to program accreditation as a change enterprise, which has a significant and direct impact on their citizenship behaviour. We conclude that university-level organizational support shapes faculty’s commitment to change both directly and indirectly. The findings have significant practical implications for HEIs in Arab countries when they introduce new practices that aim at improving institutional effectiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20support" title="organizational support">organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=accreditation" title=" accreditation"> accreditation</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=citizenship%20behaviour" title=" citizenship behaviour"> citizenship behaviour</a> </p> <a href="https://publications.waset.org/abstracts/151219/program-accreditation-as-a-change-enterprise-in-oman" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151219.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">7726</span> Authentic Leadership, Task Performance, and Organizational Citizenship Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20V.%20Chen">C. V. Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Y.%20H.%20Jeng"> Y. H. Jeng</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20J.%20Wang"> S. J. Wang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is essential to enhancing followers’ psychological empowerment and has an effect on their willingness to take on extra-role behavior and aim for greater performance. Authentic leadership is confirmed to promote employees’ positive affect, psychological empowerment, well-being, and performance. Employees’ spontaneous undertaking of organizationally desired behaviors allows organizations’ gaining the edge in the fiercely competitive business environment. Apart from the contextual factor of leadership, individuals’ goal orientation is found to be highly related to his/her performance. To better understand the psychological process and potential moderation of personal goal orientation, this study investigates the effect of authentic leadership on employees’ task performance and organizational citizenship behavior by including psychological empowerment as the mediating factor and goal orientation as the moderating factor. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authentic%20leadership" title="authentic leadership">authentic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=task%20performance" title=" task performance"> task performance</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=goal%20orientation" title=" goal orientation"> goal orientation</a> </p> <a href="https://publications.waset.org/abstracts/31685/authentic-leadership-task-performance-and-organizational-citizenship-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31685.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">791</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">7725</span> An Examination of Some Determinates of Work Performance 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 study investigates the effect of some determinates of work performance in Kuwaiti business organizations. The study postulates that employee attitudes (organizational commitment, job satisfaction), behaviors (organizational citizenship behavior, job involvement), and emotional intelligence will have positive effects on work performance. Survey data were collected from 204 employees working in eight Kuwaiti work organizations. Data were analyzed using descriptive statistics, Pearson correlation, Cronbach alpha, and regression analysis. Results confirmed the study hypotheses; employee attitudes of organizational commitment and job satisfaction was found to have a significant positive effect on work performance. Organizational citizenship behavior and job involvement were also found to have positive effect on work performance. Findings also revealed that an in increase in emotional intelligent will cause performance to increase. Results of the current study were compared and contrasted to findings of previous studies. The theoretical and empirical application of the findings were explained. Limitation of the current study was discussed and topics for future research were proposed. <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=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=job%20involvement" title=" job involvement"> job involvement</a>, <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=work%20performance" title=" work performance"> work performance</a> </p> <a href="https://publications.waset.org/abstracts/83828/an-examination-of-some-determinates-of-work-performance-in-kuwaiti-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83828.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">194</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">7724</span> Determinates and Consequences of Job Involvement 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%20H.%20Muhammad">Ali H. Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study examines some antecedents and consequences of employee job involvement in Kuwaiti business organization. The model presented in the current study suggests that job satisfaction and organizational commitments are determinates of job involvements. Employees who are satisfied with their jobs tend to be more attached to their jobs and view their jobs as an essential part of their existence. Similarly, employees who are committed to organizational goals, and identify with organizational values, tend to have high level of involvement. Furthermore, our model suggests that job involvement is positively related to work performance and organizational citizenship behavior. The negative consequences of job involvement include burnout and work family conflict. To test the hypotheses, a sample of 204 Kuwaiti employees representing 8 Kuwaiti work organizations is used. The sample covers a variety of business sectors in Kuwait, including manufacturing, services, and transportation. The data were analyzed using non-parametric tests, Pearson correlations, and structural equation modeling. Results indicate that job satisfaction and organizational commitment have significant positive effects on job involvement. Furthermore, findings reveal that job involvement is positively associated with performance, organization citizenship behavior, and work family conflict. Findings are discussed, and future areas of research are identified. <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=work%20family%20conflict" title=" work family conflict"> work family conflict</a>, <a href="https://publications.waset.org/abstracts/search?q=burnout" title=" burnout"> burnout</a> </p> <a href="https://publications.waset.org/abstracts/100181/determinates-and-consequences-of-job-involvement-in-kuwaiti-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100181.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">157</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">7723</span> Impact of Organizational Citizenship Behavior on Employee Performance: Mediating Role of Counterproductive Work Behavior in Hotel Industry of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kashif%20Mahmood">Kashif Mahmood</a>, <a href="https://publications.waset.org/abstracts/search?q=Tehreem%20Fatima"> Tehreem Fatima</a>, <a href="https://publications.waset.org/abstracts/search?q=Adeel%20Hassan"> Adeel Hassan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Firms are always concerned with their performance which is directly linked to employees’ performance. In the thrive of this goal, number of researches have been conducted where Organizational Citizenship Behavior (OCB) and Counterproductive Work Behavior (CPWB) is among those studies. This study is aimed at investigating the role OCB by considering altruism and conscientiousness in an employee’s job performance with the mediating role of CPWB by considering sabotage and withdraw among the employees of hotel industry in Pakistan. A quantitative method was used by following deductive approach in positivist paradigm where survey was conducted through self-administered questionnaires and data was collected from the employees working in hotel industry of Pakistan. Top 10 hotels from the region of Lahore, Punjab was selected as population, and 500 questionnaires were distributed among their employees by using stratified random sampling technique. There is a positive impact of OCB is found on job performance of an employee whereas full mediation of CPWB is also found between OCB and job performance. The study is important for the practitioners in a way that hotel industry is growing at an enormous rate where employee behavior is always a concern specifically in emerging markets due to the exploitation of employees at the workplace, so the findings of the study can be helpful for practitioners and policy makers. <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=counterproductive%20work%20behavior" title=" counterproductive work behavior"> counterproductive work behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=altruism" title=" altruism"> altruism</a>, <a href="https://publications.waset.org/abstracts/search?q=conscientiousness" title=" conscientiousness"> conscientiousness</a>, <a href="https://publications.waset.org/abstracts/search?q=sabotage" title=" sabotage"> sabotage</a>, <a href="https://publications.waset.org/abstracts/search?q=withdraw" title=" withdraw"> withdraw</a>, <a href="https://publications.waset.org/abstracts/search?q=hotel%20industry" title=" hotel industry"> hotel industry</a> </p> <a href="https://publications.waset.org/abstracts/88526/impact-of-organizational-citizenship-behavior-on-employee-performance-mediating-role-of-counterproductive-work-behavior-in-hotel-industry-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88526.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">231</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">7722</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 btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">148</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">7721</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">316</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">7720</span> Procedural Justice and Work Outcomes 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 and test a theoretical framework which demonstrates the effect of procedural justice on four work outcomes: effective organizational commitmentو organizational trust, organizational citizenship behaviour, and adherence to rules. The new model attempts to explain how procedural justice effects work outcomes. Data were collected from 267 employees working in nine Kuwaiti business organizations. Structural equation modelling was used to analysis the data. A discussion of issues related to procedural justice 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=procedural%20justice" title="procedural justice">procedural justice</a>, <a href="https://publications.waset.org/abstracts/search?q=affective%20organizational%20commitment" title=" affective organizational commitment"> affective organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviour" title=" organizational citizenship behaviour"> organizational citizenship behaviour</a>, <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=adherence%20to%20rules" title=" adherence to rules"> adherence to rules</a> </p> <a href="https://publications.waset.org/abstracts/60007/procedural-justice-and-work-outcomes-in-kuwait-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60007.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">291</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> Corporate Social Responsibility Participation on Organizational Citizenship Behavior in Different Job Characteristic Profiles</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Min%20Woo%20Lee">Min Woo Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Kyoung%20Seok%20Kim"> Kyoung Seok Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We made an effort to resolve a research question, which is about the relationship between employees’ corporate social responsibility (CSR) participation and their organizational citizenship behavior (OCB), and an effect of profiles of job characteristics. To test the question, we divided sample into two groups that have the profiles of each job characteristic. One group had high level on the five dimensions of job characteristic (D group), whereas another group had low level on the dimensions (R group). As a result, regression analyses showed that the relationship between CSR participation and OCB is positive in the D group, but the relationship is not significant in the R group. The results raise a question to the argument of recent studies showing that there is positive relationship between the CSR and the OCB. Implications and limitations are demonstrated in the conclusion. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CSR" title="CSR">CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=OCB" title=" OCB"> OCB</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20characteristics" title=" job characteristics"> job characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=cluster%20analysis" title=" cluster analysis"> cluster analysis</a> </p> <a href="https://publications.waset.org/abstracts/54590/corporate-social-responsibility-participation-on-organizational-citizenship-behavior-in-different-job-characteristic-profiles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54590.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">323</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> Association between Job Satisfaction, Motivation and Five Factors of Organizational Citizenship Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khadija%20Mushtaq">Khadija Mushtaq</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umar"> Muhammad Umar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The research aims to study the association between job satisfaction, motivation and the five factors of organizational citizenship behavior (i.e. Altruism, Conscientiousness, Sportsmanship, Courtesy and Civic virtue) among Public Sector Employees in Pakistan.In this research Structure Equation Modeling with confirmatory factor analysis was used to test the relationship between two independent and five dependent variables. Data was collected through questionnaire survey from 152 Public Servants Working in Gujrat District-Pakistan in different capacities. Stratified Random Sampling Technique was used to conduct this survey. The results of the study indicate that five factors of OCB have positive significant relation with both motivation and job satisfaction except the relationship of Civic Virtue with Motivation.The research findings implicate that factors other than motivation and job satisfaction may also affect OCB. Likewise, all the five factors of OCB may not be present in all populations. Thus, Managers must concentrate on increasing motivation and job satisfaction to increase OCB. Furthermore, the present research gives a direction to future researchers to use more independent variables (e.g. Culture, leadership, workplace environment, various job attitudes, types of motivation, etc.) on different types of populations with larger sample size in order to find the reasons behind insignificant relationship of civic virtue with Motivation in the research in hand and to generalize the tested model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=five%20factors%20of%20organizational%20citizenship%20behavior%20%28OCB%29" title="five factors of organizational citizenship behavior (OCB)">five factors of organizational citizenship behavior (OCB)</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</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=public%20sector%20employees%20in%20Pakistan" title=" public sector employees in Pakistan"> public sector employees in Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/33477/association-between-job-satisfaction-motivation-and-five-factors-of-organizational-citizenship-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33477.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">342</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> Empirical Examination of High Performance Work System, Organizational Commitment and Organizational Citizen Behavior: A Mediation of Model of Vietnam Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Giang%20Vu">Giang Vu</a>, <a href="https://publications.waset.org/abstracts/search?q=Duong%20Nguyen"> Duong Nguyen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuan-Ling%20Chen"> Yuan-Ling Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Vietnam is a fast developing country with highly economic growth, and Vietnam organizations strive to utilize high performance work system (HPWS) in reinforcing employee in-role performance. HPWS, a bundle of human resource (HR) practices, are composed of eight sets of HR practices, namely selective staffing, extensive training, internal mobility, employment security, clear job description, result-oriented appraisal, incentive reward, and participation. However, whether HPWS stimulate employee extra-role behaviors remains understudied in a booming economic context. In this study, we aim to investigate organizational citizenship behavior (OCB) in a Vietnam context and, as a central issue, disentangle how HPWS elicits in employee OCB. On the other hand, recently, a deliberation of so-called 'black-box' HPWS issue has explored the role of employee commitment, suggesting that organizational commitment is a compelling source of employee OCB. We draw upon social exchange theory to predict that when employees perceive the organizational investment, like HPWS, in heightening their abilities, knowledge, and motivation, they are more likely to pay back with commitment; consequently, they will take initiatives in OCB. Hence, we hypothesize an individual level framework, in which organizational commitment mediates the positive relationship between HPWS and OCB. We collected data on HPWS, organizational commitment, OCB, and demographic variables, all at line managers of Vietnamese firms in Hanoi and Hochiminh. We conclude with research findings, implications, and future research suggestions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=high%20performance%20work%20system" title="high performance work system">high performance work system</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=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Vietnam" title=" Vietnam"> Vietnam</a> </p> <a href="https://publications.waset.org/abstracts/70194/empirical-examination-of-high-performance-work-system-organizational-commitment-and-organizational-citizen-behavior-a-mediation-of-model-of-vietnam-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70194.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">310</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 Organizational Justice-Citizenship Behavior Link in Hotels: Does Customer Orientation Matter?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pablo%20Zoghbi-Manrique-de-Lara">Pablo Zoghbi-Manrique-de-Lara</a>, <a href="https://publications.waset.org/abstracts/search?q=Miguel%20A.%20Su%C3%A1rez-Acosta"> Miguel A. Suárez-Acosta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The goal of the present paper is to model two classic lines of research in which employees starred, organizational justice and citizenship behaviour (OCB), but that have never been studied together when targeting customers. The suggestion is made that a hotel’s fair treatment (in terms of distributive, procedural, and interactional justice) toward customers will be appreciated by the employees, who will reciprocate in kind by favouring the hotel with increased customer-oriented behaviours (COBs). Data were collected from 204 employees at eight upscale hotels in the Canary Islands (Spain). Unlike in the case of perceptions of distributive justice, results of structural equation modelling demonstrate that employees substantively react to interactional and procedural justice toward guests by engaging in customer-oriented behaviours (COBs). The findings offer new reasons why employees decide to engage in COBs, and they highlight potentially beneficial effects of fair treatment toward guests bring to hospitality through promoting COBs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hotel%20guests%E2%80%99%20%28mis%29%20treatment" title="hotel guests’ (mis) treatment">hotel guests’ (mis) treatment</a>, <a href="https://publications.waset.org/abstracts/search?q=customer-oriented%20behaviours" title=" customer-oriented behaviours"> customer-oriented behaviours</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20citizenship" title=" employee citizenship"> employee citizenship</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=third-party%20observers" title=" third-party observers"> third-party observers</a>, <a href="https://publications.waset.org/abstracts/search?q=third-party%20intervention" title=" third-party intervention"> third-party intervention</a> </p> <a href="https://publications.waset.org/abstracts/4384/the-organizational-justice-citizenship-behavior-link-in-hotels-does-customer-orientation-matter" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4384.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">273</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> Work Engagement, Sense of Humor and Workplace Outcomes: The Mediating Role of Psychological Capital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vandana%20Maurya">Vandana Maurya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Positive psychological capital is the key contributor to the competitive advantage of the organizations. Moreover, work engagement and sense of humor are also positive notions and are able to facilitate positive workplace behaviour but the mechanism behind these relationships are not well understood. The purpose of this study was to examine the relationships among work engagement, sense of humor and outcome variables (organizational citizenship behaviour and ethical performance) as well as investigating how psychological capital (PsyCap) mediates the relationships between work engagement, sense of humor and the outcome variables among healthcare professionals. A cross-sectional survey was conducted on healthcare professionals (n= 240). Data were collected using questionnaires which includes Utrecht Work Engagement Scale (UWES), Multi-dimensional Sense of Humor Scale (MSHS), Psychological Capital Questionnaire (PCQ), Organizational Citizenship Behavior Questionnaire, and Ethical Performance Scale (EPS). The results of the regression analyses showed that work engagement and sense of humor both positively predicted the outcome variables. Mediation analysis reveals that psychological capital mediates the relationship between predictor and outcome variables. The study recommends that the framework presented in this study can be an important tool for managers to enhance their employees’ psychological capital by increasing their levels of work engagement and sense of humor. In turn, psychological capital could be a positive resource for employees to dealing more ethically and enhancing more positive workplace behaviour. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethical%20performance" title="ethical performance">ethical performance</a>, <a href="https://publications.waset.org/abstracts/search?q=humor" title=" humor"> humor</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=PsyCap" title=" PsyCap"> PsyCap</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20engagement" title=" work engagement"> work engagement</a> </p> <a href="https://publications.waset.org/abstracts/93969/work-engagement-sense-of-humor-and-workplace-outcomes-the-mediating-role-of-psychological-capital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93969.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">216</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> Compensation Strategies and Their Effects on Employees' Motivation and Organizational Citizenship Behaviour in Some Manufacturing Companies in Lagos, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ade%20Oyedijo">Ade Oyedijo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reports the findings of a study on the strategic and organizational antecedents and effects of two opposing pay patterns used by some manufacturing companies in Lagos Nigeria with particular reference to the behavioural correlates of the pay strategies considered. The assumed relationship between pay strategies and some organizational correlates such as business and corporate strategies and firm size was considered problematic in view of their likely implications for employee motivation and citizenship behaviour and firm performance. The survey research method was used for the study. Structured, close ended questions were used to collect primary data from the respondents. A multipart Likert scale was used to measure the pay orientations of the respondent firms and the job and organizational involvement of the respondent employees. Utilizing hierarchical linear regression method and "t-test" to analyze the data obtained from 48 manufacturing companies of various sizes and strategies, it was found that the dominant pattern of employee compensation in the sampled manufacturing companies. The study also revealed that the choice of a pay strategy was strongly influenced by organizational size as well as the type of business and corporate level strategies adopted by afirm. Firms pursuing a strategy of related and unrelated diversification are more likely to adopt the algorithmic compensation system than single product firms because of their relatively larger size and scope. However; firms that pursue a competitive advantage through a business level strategy of cost efficiency are more likely to use the experiential, variable pay strategy. The study found that an algorithmic compensation strategy is as effective as experiential compensation strategy in the promotion of organizational citizenship behaviour and motivation of employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compensation" title="compensation">compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20strategy" title=" corporate strategy"> corporate strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title=" business strategy"> business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=citizenship%20behaviour" title=" citizenship behaviour"> citizenship behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=algorithmic" title=" algorithmic"> algorithmic</a>, <a href="https://publications.waset.org/abstracts/search?q=experiential" title=" experiential"> experiential</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=work%20environment" title=" work environment "> work environment </a> </p> <a href="https://publications.waset.org/abstracts/16628/compensation-strategies-and-their-effects-on-employees-motivation-and-organizational-citizenship-behaviour-in-some-manufacturing-companies-in-lagos-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16628.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">390</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> 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">553</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> 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">415</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> Designing and Formulating Action Plan for Development of Corporate Citizenship in Producing Units in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Freyedon%20Ahmadi">Freyedon Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Corporate citizenship is considered as one of the most discussed topics in the developed countries, in which a citizen considers a Corporate just like a usual citizen with every civil right as respectful for corporate as for actual citizens, and in return citizens expect that corporate would pay a reciprocal respect to them. The current study’s purpose is to identify the impact of the current state of corporate citizenship along effective factors on its condition on industrial producing units, in order to find an accession plane for corporate citizenship development. In this study corporate citizenship is studied in four dimensions like legal corporate, economical corporate, ethical corporate and voluntary corporate. Moreover, effective factors’ impact on corporate citizenship is explored based on threefold dimensional model: behavioral, structural, and content factors, as well. In this study, 50 corporate of Food industry and of petrochemical industry, along with 200 selected individuals from directors’ board on Tehran province’s scale with stratified random sampling method, are chosen as actuarial sample. If based on functional goal and compilation methods, the present study is a description of correlation type; questionnaire is used for accumulation of initial Data. For Instrument Validity expert’s opinion is used and structural equations and its reliability is qualified by using Cronbach Alpha. The results of this study indicate that close to 70 percent of under survey corporate have not a good condition in corporate citizenship. And all of structural factors, behavioral factors, contextual factors, have a great deal of impression and impact on the advent corporate citizenship behavior in the producing Units. Among the behavioral factors, social responsibility; among structural factors, organic structure and human centered orientation, medium size, high organizational capacity; and among the contextual factors, the clientele’s positive viewpoints toward corporate had the utmost importance in impression on under survey Producing units. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20citizenship" title="corporate citizenship">corporate citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20factors" title=" structural factors"> structural factors</a>, <a href="https://publications.waset.org/abstracts/search?q=behavioral%20factors" title=" behavioral factors"> behavioral factors</a>, <a href="https://publications.waset.org/abstracts/search?q=contextual%20factors" title=" contextual factors"> contextual factors</a>, <a href="https://publications.waset.org/abstracts/search?q=producing%20units" title=" producing units"> producing units</a> </p> <a href="https://publications.waset.org/abstracts/45244/designing-and-formulating-action-plan-for-development-of-corporate-citizenship-in-producing-units-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45244.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">230</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior&page=3">3</a></li> <li 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