The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance

This study investigated the relationships among leader–member exchange (LMX), perceived job security, and employee performance. Drawing on the job demands–resources model and conservation of resources theory, we expected both LMX and perceived job security would affect employee altruism and work performance in a positive manner. In addition, LMX and perceived job security were expected to interact to predict the two outcome variables. The hypotheses were tested with a sample of 184 employees in a state‐owned enterprise in China. Our results showed that LMX, but not perceived job security, was positively related to employee altruism and work performance. Additionally, the effect of LMX on altruism was stronger for employees perceiving less job security. The findings indicated that LMX as a job resource becomes more impactful to altruistic performance when employees feel less secure at work.     

Change‐oriented organizational citizenship behaviour: An interactive product of openness to change values,work unit identification,and sense of power

Due to the increased frequency of organizational changes, predicting employees’ voluntary involvement in the development of organizational practices and individual work is of particular importance in organizational psychology. This study focused upon change‐oriented organizational citizenship behaviour (OCB) as an expression of openness to change values, and also upon psychological factors that can moderate the value–behaviour relationship. We propose that personal values, group identification, and a sense of power interact in predicting change‐oriented OCB of employees. One hundred and eighty‐four employees rated their values, their identification with the work unit and their sense of power. In line with our predictions, the results showed that openness to change values and work unit identification interacted positively in predicting supervisor‐rated change‐oriented OCB in workers with a high sense of power, but not in workers with a low sense of power. This finding suggests that workers who have a high sense of power and are highly identified with the work unit tend to pursue their openness to change values in a way that contributes to the organization. The authors further conclude that an interactive approach, rather than one of direct effect, is advantageous when studying values as antecedents to change‐oriented OCB.     

Relationships between organizational justice, identification with organization and work unit, and group-related outcomes

This research examined the differential antecedents and consequences of organizational identification and work-unit identification. Specifically, we hypothesized that organization-focused procedural justice and distributive justice would be positively related to organizational identification, whereas supervisor-focused interactional justice would be positively related to work-unit identification. A further hypothesis was that organizational identification would relate to organization-focused outcomes (turnover intentions and extra-role behavior toward the organization), and work-unit identification to work-unit-focused outcomes (extra-role behavior toward the work unit). Our results from a sample of 160 employees of a research institution supported these hypotheses. In addition, we found some evidence that organizational identification and work-unit identification differentially mediated the relationships between organization-focused and supervisor-focused justice, and organization-focused and work-unit-focused outcomes. We discuss our findings in terms of their implications for social-identity research on organizational identification, and for research on organizational justice.     

Organizational citizenship behaviours in relation to job status,job insecurity,organizational commitment and identification,job satisfaction and work values

This study investigated organizational citizenship behaviours (OCBs) in a sample of 154 school teachers from Victoria, Australia, of whom 101 were in permanent employment and 53 on fixed‐term contracts. Participants completed measures of OCBs, job insecurity, organizational commitment, organizational identification, job satisfaction and work values relating to influence, variety and skill utilization. Results showed that the contract teachers reported more job insecurity and more OCBs compared to the permanent teachers. OCBs were positively related to perceived job insecurity and negatively related to opportunities to satisfy influence and skillutilization work values for the contract teachers, and positively related to organizational commitment, organizational identification and to opportunities to satisfy variety and skill‐utilization work values for the permanent teachers. Results were discussed in relation to the different functions that OCBs were assumed to serve for both groups of teachers and the possibility of conceptualizing OCBs using a motivational analysis that takes account of expectations and goal structures.     

Perceived organizational support as a mediator between relational exchange and organizational identification

Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories. First, we delineate how relational exchange quality associates with one’s identity in the organization—placing POS as an integrative mechanism between exchange and identity. Second, we expand the purview of social exchange theory by including other proximal (and interpersonal) relationships as context for social exchange between the individual and organization. Limitations, future research directions, and practical implications are also discussed.     

The incremental validity of organizational commitment,organizational trust,and organizational identification

Organizational commitment (OC), organizational trust (OT), and organizational identification (OI) are three types of psychological attachment to an organization. Each of these three variables captures an organization-targeted attitude toward an employment relationship, but it is unclear whether they have incremental validity over each other. To address this question, this study examined the incremental validity of each variable in predicting job involvement, job satisfaction, turnover intentions, and non-self-report measures of task performance and citizenship behavior. It also examined whether perceived organizational support and psychological contract breach, two other organization-targeted attitudinal variables, were related to OC, OT, and OI when the latter were considered jointly. Meta-analytical evidence suggests that OC, OT, and OI have incremental validity over and above one another in their relationships with some, but not all, of the above correlates. This highlights the need for future research to distinguish these three types of psychological attachment to an organization.     

Honesty–humility and a person–situation interaction at work

Person–situation interactions have attracted researchers' attention for decades. Likewise, the current work focuses on the interaction of honesty–humility and situational conditions in bringing about counterproductive work behaviour (CWB). As such, we introduce perceptions of organizational politics as a situational construct representing an opportunity for CWB. In a sample of N = 148 employees we found that particularly individuals low in honesty–humility were affected by situational circumstances. By contrast, those high in honesty–humility reported practically the same (lower) amount of CWB independent of the level of perceptions of organizational politics. In other words, employees low in honesty–humility were especially likely to condition their behaviour on environmental factors, a result that mirrors previous findings. Copyright © 2010 John Wiley & Sons, Ltd.     

Team identification more than organizational identification predicts counterproductive work behavior and organizational citizenship behavior and mediates influences of communication climate and perceived external prestige

Organizational identification has been linked to both positive behavior and negative behavior at work. Based on theory and research that suggest that for many organizational behaviors, team identification may be a more important influence than organizational identification, we advance a research model proposing that team identification, more than organizational identification, predicts counterproductive work behavior and organizational citizenship behavior and is the more important mediator of the influence of communication climate (CC) and perceived external prestige (PEP) on these outcomes. This research model was tested in a survey of N = 300 employees of four Italian organizations from different sectors. Results show that team identification, but not organizational identification, predicts counterproductive behavior and citizenship behavior and mediates the influence of CC and PEP. To enhance team identification for sustaining positive voluntary behavior at work, two possible strategies could be considered: improving perceived external prestige and promoting a good communication climate.     

Social and emotional self‐efficacy at work

Research has shown that self‐efficacy is often one of the most important personal resources in the work context. However, because this research has focused on cognitive and task‐oriented self‐efficacy, little is known about social and emotional dimensions of self‐efficacy at work. The main aim of the present study was to investigate social and emotional self‐efficacy dimensions at work and to compare them to a cognitive and task‐oriented dimension. Scales to measure social and emotional self‐efficacy at work were developed and validated and found to be well differentiated from the cognitive task‐oriented occupational self‐efficacy scale. Confirmatory factor analyses of data from 226 Swedish and 591 German employees resulted in four separate but correlated self‐efficacy dimensions: (1) occupational; (2) social; (3) self‐oriented emotional; and (4) other‐oriented emotional. Social self‐efficacy explained additional variance in team climate and emotional self‐efficacy in emotional irritation and emotional exhaustion, over and above effects of occupational self‐efficacy. Men reported higher occupational self‐efficacy, whereas social and emotional self‐efficacy revealed no clear gender differences. The scales have strong psychometric properties in both Swedish and German language versions. The positive association between social self‐efficacy and team climate, and the negative relationships between self‐oriented emotional self‐efficacy and emotional irritation and emotional exhaustion may provide promising tools for practical applications in work settings such as team‐building, staff development, recruitment or other training programs aiming for work place health promotion. The next step will be to study how social and emotional self‐efficacy relate to leadership, well‐being and health over time.     

Job stress and job performance among employees in Hong Kong: The role of Chinese work values and organizational commitment

This study investigates the direct and moderating effects of Chinese work values and organizational commitment on the stress‐job performance relationship. Chinese work values are the work‐related Confucian values of Chinese societies, and include collectivism, hardworking, endurance, and harmonious social relationships (guanxi). A three‐component (affective, continuance, and normative) conception of commitment (Meyer & Allen, 1991) is used. A self‐administered questionnaire survey collected data from two samples of Hong Kong employees during 2001. These samples included 386 (197 males, 179 females, 10 unidentified) and 145 (51 males, 94 females) respondents. The purpose of recruiting two samples was to replicate the stress‐performance relationship in a Chinese setting to enhance generalization of the results. The results consistently revealed that sources of pressure and self‐rated job performance were negatively related. Furthermore, organizational commitment and Chinese work values were positively related to job performance. A series of hierarchical regressions, while controlling for age, tenure, and job level, revealed that Chinese work values and organizational commitment were significant stress moderators. Chinese work values were found to be significant moderators of the stress‐performance relationship in both samples. However, those values only safeguarded performance when work stress was low or moderately high. When work stress was very high, employees with high levels of Chinese work values reported lower job performance. Organizational commitment, in contrast, protected employees from the negative effects of stressors and moderated the stress‐performance relationship in a positive direction, but for the first sample only. The implications of the study are that it is essential to nourish work values among employees and cultivate employees' commitment to their organizations. However, in very high stress situations, it is more appropriate to alter the work environment to reduce stressors at work, in order to enhance job performance. Cette étude visait à examiner les effets directs et modérateurs des valeurs de travail chinoises et de L'engagement organisationnel sur les relations entre le stress et la performance. Dans la présente étude, les valeurs de travail chinoises impliquent les valeurs confucéennes reliées au travail, lesquelles sont communément acceptées dans les sociétés chinoises. Elles comprennent le collectivisme, L'ardeur au travail, L'endurance et les relations sociales harmonieuses (guanxi). Une conception tripartite de L'engagement (Myers et Allen, 1991) fut utilisée. Celle‐ci inclut L'affectivité, la continuité et L'engagement normatif. Les données furent recueillies auprès de deux échantillons d'employés de Hong Kong, durant un intervalle de 7 mois, en 2001. Pour chaque échantillon, 386 (197 hommes et 179 femmes) et 145 (51 hommes et 94 femmes, 10 non identifiés) répondants, respectivement, ont complété un questionnaire d'enquête autorapporté. Le but de recruter deux échantillons était d'examiner les relations stress‐performance dans deux milieux chinois afin d'augmenter la générabilité des résultats. Les résultats révèlent que les sources de pression et la performance rapportée sont négativement associées. De plus, L'engagement organisationnel et les valeurs de travail chinoises sont positivement liés à la performance. Une série de régressions hiérarchiques, en exerçant un contrôle sur L'âge, le poste et le niveau d'emploi, révèlent que les valeurs de travail chinoises et L'engagement organisationnel sont des modérateurs significatifs du stress. Les valeurs de travail chinoises sont des modérateurs significatifs des relations entre le stress et la performance pour les deux échantillons. Cependant, elles favorisent la performance seulement lorsque le stress au travail est faible ou modérément élevé. Quand le stress au travail est très élevé, les employés dont les valeurs de travail chinoises sont fortes rapportent des niveaux plus faibles de performance. Concernant L'engagement organisationnel, celui‐ci protège les employés des effets négatifs des stresseurs et il modère la relation stress‐performance dans une direction positive, pour le premier échantillon seulement. Sur le plan des implications, cette étude soulève qu'il est essentiel de nourrir les valeurs de travail chez les employés et de cultiver L'engagement dans leurs organisations. Cependant, dans des situations hautement stressantes, il serait davantage approprié de modifier L'environnement de travail pour réduire les stresseurs, afin d'améliorer la performance des employés. Este estudio se propone investigar los efectos directos y moderadores de los valores chinos hacia el trabajo y el compromiso con la organización sobre las relaciones entre estrés y rendimiento en el trabajo. En este estudio, los valores chinos hacia el trabajo se refieren a los valores de Confucio relativos al trabajo, aquéllos sobre los que existe acuerdo entre las sociedades chinas, que incluyen el colectivismo, la dedicación al trabajo, la resistencia y las relaciones sociales armoniosas (guanxi). Se empleó una concepción de compromiso formada por tres componentes (Meyer & Allen, 1991), que incluye el compromiso afectivo, continuo y normativo. Se recogieron datos de dos muestras de empleados de Hong Kong con 7 meses de intervalo entre una y otra durante el 2001, de 386 (197 hombres, 179 mujeres, 10 no identificados) y 145 (51 hombres, 94 mujeres) respectivamente, mediante el empleo de un cuestionario auto‐administrado. La razón por la que se reclutó dos muestras fue llevar al cabo una réplica de las relaciones entre estrés y rendimiento en un contexto chino, para mejorar la generalidad de los resultados. Es más, se encontró una relación positiva entre compromiso con la organización y rendimiento en el trabajo. Los resultados de una serie de regresiones jerárquicas, después de controlar la edad, definitividad y jerarquía, revelaron que los valores chinos hacia el trabajo y el compromiso con la organización moderaban de manera significativa las relaciones entre estrés y rendimiento. Se encontró que los valores chinos hacia el trabajo moderaban de manera significativa las relaciones entre estrés y rendimiento en ambas muestras. No obstante, los valores chinos hacia el trabajo salvaguardan el rendimiento sólo cuando el estrés es bajo o moderadamente alto. Cuando el estrés en el trabajo es muy alto, los empleados con niveles altos de valores chinos manifiestan bajo rendimiento. Respecto al compromiso con la organización, éste protege a los empleados de los efectos negativos de los estresores y modera la relación entre estrés y rendimiento en una dirección positiva, pero sólo para la primera muestra. Las implicaciones de este estudio son: es esencial fomentar los valores hacia el trabajo entre los empleados y cultivar su compromiso para con sus organizaciones. Sin embargo, bajo situaciones de estrés extremo, será más apropiado alterar el ambiente laboral para reducir los estresores, y así mejorar el rendimiento en el trabajo.     

A single‐item graphic scale for the measurement of organizational identification

We offer a single‐item graphic scale for the measurement of identification with organizations and organizational units. The scale is based on conceiving of identification in terms of distance or overlap between entities in a cognitive space. We present results from five samples regarding the reliability and validity of the scale.     

Men and women at work: Similarities and differences in work values within occupational groupings

This paper presents national survey data regarding the work-related values of male and female labor force participants. Evidence is also presented concerning the relationship of family responsibilities to the work values of women. The empirical analysis derives in part from the recent work of Kaufman and Fetters (Journal of Vocational Behavior, 1980, 17, 251–262), the quality of work literature, and the literature on women and work. The hypotheses include expected work-value differences between men and women within occupational categories and the expected relationships between the presence of children in the home and the value attached to various aspects of work. Five job dimensions are considered: intrinsic, extrinsic, resource adequacy, convenience, and relations with co-workers. The only male-female value difference that appears to be enduring concerns the convenience aspects of work. Data indicate that the presence of children in the home, whether of preschool age, school age, or a combination of the two, tends to be negatively related to most work values of women. It is concluded that working women with children experience reduced work involvement.     

Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior

Past research has focused on the differential relationships of organizational and work group identification with attitudes and behavior. However, no systematic effort has been undertaken yet to explore interactive effects between these foci of identification. We predicted that in cases of positive overlap of identifications (i.e. high work group and organizational identification) identifications are more strongly associated with employee job satisfaction and extra-role behavior than when only one of the identifications is high—that is, the one identification augments the influence of the other. These hypotheses were tested and supported with data from two samples of bank employees (N = 358) and travel agency employees (N = 308).     

Volunteer work as a valuable leisure‐time activity: A day‐level study on volunteer work,non‐work experiences,and well‐being at work

In this 2‐week diary study, with 105 employees providing data on a total of 476 days, we examined relationships between the amount of time spent on volunteer work activities during leisure time, psychological non‐work experiences in the evening (i.e. recovery experiences of psychological detachment from work and mastery as well as need satisfaction), and work outcomes during the following working day (i.e. positive and negative affect, and active listening). Results confirmed the hypothesized positive relationships between the amount of time spent on volunteer work activities and psychological detachment from work, mastery experiences, and need satisfaction in the evening. Psychological detachment from work in the evening was positively related to active listening during the following working day. Need satisfaction in the evening was negatively related to negative affect and positively related to active listening during the following working day. The amount of time spent on volunteer work activities was negatively related to negative affect during the following working day. This relationship was mediated by need satisfaction in the evening.     

Confucian dynamism work values and team performance: A multiple‐level analysis

In this study we clarified the multiple‐level effects of Confucian‐related work values, including self‐discipline and interpersonal ethics, on the performance of individuals and the team. Empirical data of 70 work teams with 472 team members from Taiwanese enterprises were collected to test our hypotheses. Results showed that, at the group level, shared team values of interpersonal ethics were positively related to team performance through the partial mediation of team cooperation. For cross‐level effect, shared team values of interpersonal ethics and individual member's self‐discipline values were both positively related to individual performance. The implications of Confucian dynamism work values on contemporary organizational management and indigenous Chinese team theories were provided.