Perception de justice organisationnelle et comportements de citoyenneté organisationnelle chez les salariés du secteur public gabonais

Numerous studies carried out in northern countries have shown a positive link between organizational justice and organizational citizenship behaviours. There are no data from the countries of the South. The purpose of this article is to remedy this. Our hypothesis is that employees’ citizenship behaviours depend on how they perceive organizational justice. 160 men and women, executives and subordinates in a Gabonese public company, answered a questionnaire of 39 items: items of the organizational justice scale of Colquitt (2001) and items of the organizational citizenship scale of Charbonnier, Silva, and Roussel (2007). It is observed that different forms of justice influence organizational citizenship behaviours.     

A self-regulation approach to understanding citizenship behavior in organizations

Researchers have generally taken a between-person, cross-sectional approach to understand why employees engage in organizational citizenship behavior (OCB). However, in light of recent work indicating that motivated behavior in organizations is often better understood using a within-person, longitudinal approach, we conceptualize citizenship performance as a dynamic cycle that varies over time. Specifically, we use self-regulation theory to explain how employees seek to fulfill goals through their OCBs, make plans to achieve those goals, engage in OCBs, and process feedback regarding their citizenship behavior. In doing so, we highlight the role played by chronic and working self-concept orientations. We also explore the way affective states influence self-regulation and citizenship, discuss unconscious or habitual acts of citizenship, and address the ways in which self-regulation and citizenship may vary over time.     

The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis

Purpose  The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior. Design/Methodology/Approach  Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms. Findings  Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts. Practical Implications  Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore, our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support. Originality/Value  The study is one of the primary studies to empirically examine the mediating effect of psychological contracts on HR systems and employee behaviors.

Organizational identification and perceived organizational support as mediators of the procedural justice–citizenship behaviour relationship: A cross-cultural constructive replication

This study examined the psychological processes that might underlie the relationship between procedural justice and organizational citizenship behaviour using an integrative approach. In doing so, we focused on the mediating effects of perceived organizational support and organizational identification in the relationship simultaneously. Framed as an integrated test of social exchange and social identity predictions, the hypotheses were tested using two cross-cultural samples (i.e., South Korea and the United States) as well as different operationalizations of the constructs of interest, which meets the criterion of a constructive replication (Lykken, 1968 Lykken, D. 1968. Statistical significance in psychological research. Psychological Bulletin, 70: 151–159. [Crossref], [PubMed], [Web of Science ®] , [Google Scholar]) by two samples (N = 130, 135). Interestingly, the results showed convergence in support of the mediating role of organizational identification, but not perceived organizational support, when the two mediators were included in the model concurrently. These findings indicate that social identity may be the dominant psychological mechanism underlying the relationship between procedural justice and organizational citizenship behaviour in workplaces.     

Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives

This study examines how employees’ perceptions of specific features of the organizational context—organizational politics and procedural justice—are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented.     

Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion

Using data collected from three different sources (N = 294), we examined a model in which perceived organizational justice (distributive, procedural, and interactional) and emotional exhaustion mediate the relationship between contingent reward leadership (CRL) and two performance indicators, namely organizational citizenship behaviours (OCB) and absenteeism. We found that procedural justice mediates the negative relationship between CRL and emotional exhaustion while controlling for work overload and transformational leadership. We also found that emotional exhaustion plays a mediating role in the relationship between two dimensions of justice (procedural and interactional) and both OCB and absenteeism. Interactional justice and distributive justice were also directly linked to OCB. Implications of these findings for research on leadership, psychological health, and organizational justice are discussed.     

Examination of Gender Differences in Modeling OCBs and Their Antecedents in Business Organizations in Taiwan

This research presents a model of organizational citizenship behaviors (OCBs) mediated by social network ties using gender as a moderator. In the proposed model, OCBs are influenced indirectly by the need for power-prestige, outcome interdependence, and person-organization fit through the mediation of instrumental ties and expressive ties, which are considered social network ties. Gender moderates several paths in the model. The moderating effects of gender are simultaneously examined using data collected in Taiwan. Test results show that the influence of the need for power-prestige on expressive ties is stronger for women than for men, and the influence of the need for power-prestige on instrumental ties is stronger for men than for women. Moreover, the influence of outcome interdependence on instrumental ties is stronger for men than for women. Finally, detailed findings and their implications are discussed.     

The mediating role of affective commitment in the relation of the feedback environment to work outcomes

The Feedback Environment, as opposed to the formal performance appraisal process, is comprised of the daily interactions between members of an organization (Steelman, Levy, & Snell, in press). Relations between the feedback environment and work outcome variables such as Organizational Citizenship Behavior (OCB) were examined through the mediating effects of affective commitment. Results indicate that affective commitment mediates the relation between the feedback environment and organizational citizenship behavior, and this mediated relation is stronger for OCBs directed at individuals than directed at the organization as a whole. Conclusions and implications are discussed.     

Examining personality—Job characteristic interactions in explaining work outcomes

Although research suggests personality traits and job characteristics are each important drivers of work outcomes, there has been little focus on potential interactions between the two. In the current studies, we integrate the theory of purposeful work behavior with the job demands-resources model to examine how five-factor model personality traits interact with job resources and challenging job demands in explaining employee motivation and performance. We tested our hypotheses in two studies with different sample types and utilized item response theory scoring. Results across the studies were mixed, but generally support that there are important interactive effects between certain traits and contextual factors in explaining work behavior. Implications for theory and practice and future directions are discussed.     

Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch’s propositions

The purpose of this study was to test theoretical propositions advanced by Meyer and Herscovitch (2001) concerning the interactive effects of affective, normative, and continuance commitment on focal (staying intentions) and discretionary (citizenship) behavior. Study measures were gathered from a sample of 545 hospital employees. Several a priori predictions regarding commitment profile differences were confirmed. Significant three-way interactions were found for both staying intentions and citizenship behavior. The pattern of relations for both behavioral criteria partially confirmed the hypotheses, but also provided evidence of possible “context effects” whereby the meaning and implications of the commitment components varies as a function of the other components. These effects were most notable for normative commitment and may offer new insight into the nature of this construct. Implications for commitment theory and its application were discussed.     

上司人际公平如何影响员工工作结果:有中介的调节效应

本文探讨了上司的人际公平怎样影响员工工作满意度和人际层面组织公民行为,以及这种影响何时更强或更弱。通过对237名在职人员调查,结果发现:(1)员工的上司信任在人际公平与工作满意度、人际层面组织公民行为之间具有部分和完全中介作用;(2)上司权力对人际公平效应具有调节作用:当上司权力较高时,人际公平显著影响员工对他的信任,进而影响工作满意度和人际层面组织公民行为;而当其权力较低时,人际公平的影响不明显。     

The relationship between multiple commitments and organizational citizenship behavior in Arab and Jewish culture

This study examined the relation between multiple commitments (organizational commitment, occupational commitment, job involvement, and group commitment), ethnicity, and cultural values (individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity) with organizational citizenship behaviors (OCB) and in-role performance. Two ethnic groups of Israeli teachers, Jews and Arabs, were examined. Of the 880 questionnaires that were distributed in 18 schools in northern Israel, 569 usable questionnaires were returned, a response rate of 65%. The findings showed substantial differences between the two groups in the four cultural dimensions and in two commitment forms. Ethnicity and the four cultural values related strongly to in-role performance and organizational OCB. The results showed 16 significant interactions of multiple commitments with ethnicity and with cultural dimensions in relation to OCB and in-role performance. Implications of the findings for research on commitment and culture are discussed.     

Incidence de la culture organisationnelle sur l’adoption des comportements pro-sociaux extra-organisationnels : comparaison entre sapeurs-pompiers et population tout-venant

Organizational culture is studied here in a psycho-sociological approach, operationalizing the concept of organizational socialization in order to measure the internalization of organizational culture. We proposed to test its impact on extra-organizational prosocial behaviors by comparing a population of firefighters (n = 515, 34.9% female) to a general population (n = 201, 47.7% female) responding to an online survey. The results show, firstly, that firefighters engage in more extra-organizational prosocial behaviors than general population and, secondly, that the internalization of organizational culture has a significantly greater positive effect on these types of behaviors among firefighters than among general population. The construction of a cultural impact index is proposed. The results are discussed and research perspectives are proposed.     

How regulatory focus impacts the process-by-outcome interaction for perceived fairness and emotions

Judgments of fairness take into account at least two pieces of information—the outcome received and the process by which the outcome was assigned. Generally speaking, low levels of fairness are apt to be reported when the outcome is unfavorable and the allocation process is deemed inappropriate. In this study, we investigate how regulatory focus theory can further our understanding of the process by outcome interaction. Specifically, when individuals are working to add to their earnings (a promotion focus) the typical effect is observed. However, when individuals are focused on maintaining something that is their own (a prevention focus) the most negative emotion occurs when individuals are allocated an unfavorable outcome through a process that contains procedural safeguards.     

Predicting OCB Role Definitions: Exchanges with the Organization and Psychological Attachment

Purpose  To investigate the relationship between trust in the organization and employees’ exchange beliefs (i.e., exchange ideology) and both psychological attachment and role definitions. Design/Methodology/Approach  A field study based on data from 204 line and supervisory employees examined the relationships between the predictors and work role boundaries. Two important mechanisms, psychological attachment (organizational commitment) and job satisfaction were examined as mediator and moderator, respectively, to the relationship between trust and exchange ideology and role definitions. Findings  Results indicate that both relation- and exchange-based variables predict enlarged roles (i.e., employees’ perceived organizational citizenship behaviors as in-role). Additionally, organizational commitment mediated the relationship between the predictor and the outcome. Job satisfaction moderated the relationship between trust and role definition. Implications  Work role boundaries are important in the contemporary workplace, where employees are oftentimes required to enlarge their behavioral set. We provide evidence for the importance of managing the relationship with the organization (through high levels of trust) and making sure employees construe their exchanges with the organization as more open. Such knowledge may help design interventions to increase employee trust, and select employees with favorable exchange ideologies. Originality/Value  This is one of the first studies examining both relationship- and exchange-based variables as predictors of role definitions, and clarifies possible mechanisms (mediation through psychological attachment) and the role of job satisfaction as moderator.     

Multiple commitments in the Chinese context: Testing compatibility, cultural, and moderating hypotheses

This paper evaluates the contribution of the multiple constituencies of commitment framework in explaining work attitudes and behaviors in a sample of Chinese manufacturing workers. Findings suggest that the organization, the supervisor, and co-workers were seen by respondents as separate commitment foci. Although the various commitments were moderately positively correlated, they were related differently to the dimensions of organizational citizenship behavior and withdrawal cognitions, in a way which provides support for the “compatibility” hypothesis. There was only limited support for our “cultural” hypothesis. An analysis of interactions between commitments suggested that commitment to supervisor was a stronger positive predictor of protecting company resources and interpersonal harmony when commitment to work group was lower, providing partial support for our moderating hypotheses.     

工作场所排斥与员工角色内外行为：归属感的中介作用

为考察工作场所排斥（包括上司排斥与同事排斥）与员工角色内行为和角色外行为（组织公民行为）之间的关系,以及归属感在上述关系中的中介作用,本研究采用问卷调查法,分两次对全职工作一年以上的员工进行施测,前后共获得247份有效匹配数据,经统计分析后发现：（1）上司排斥与同事排斥均显著地负向预测员工角色内外行为,即工作场所排斥水平越高,角色内行为和角色外行为的表现越差。（2）归属感在上司排斥、同事排斥与员工角色内行为之间发挥了完全中介作用,即工作场所排斥会破坏员工的归属感,最终降低角色内行为。（3）归属感在上司排斥和角色外行为的关系中发挥了完全中介作用,但在同事排斥与角色外行为的关系中仅存在部分中介作用,说明工作场所排斥在一定程度上会破坏员工的归属感,最终影响其角色外行为表现。