Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility

Shao, Bo; Cardona, Pablo; Ng, Isabel; Trau, Raymond N. C.

doi:10.1007/s10490-017-9512-5

Cited by 38 publications

(45 citation statements)

References 67 publications

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“…Also, criteria autonomy on emotional engagement through intrinsic motivation is significant for both groups. This supports the assertion that People are intrinsically motivated and intrinsically regulated when they do something because they find it interesting and derive spontaneous satisfaction from it; this is inherently autonomous motivation (Shao et al, 2017) There was a direct effect of Criteria autonomy on cognitive engagement and physical engagement, Method autonomy and scheduling autonomy on emotional engagement and integrated motivation. This suggests that higher organizational tenure is required to see Job autonomy effects on motivation and engagement.…”

Section: Discussionsupporting

confidence: 76%

“…They have also distinguished regulatory processes that fall on this continuum. People are intrinsically motivated and intrinsically regulated when they do something because they find it interesting and derive spontaneous satisfaction from it; this is inherently autonomous motivation (Shao et al, 2017). Those who experience extrinsic motivation obtain satisfaction from the external consequences of an activity.…”

Section: Job Autonomy Autonomous Motivation and Employee Engagementmentioning

confidence: 99%

“…Second, the researcher focus on Autonomous motivation due to its pivotal role in explaining Employee Engagement (e.g. (Saks,2006;Field & Buitendach,2011;Ariani,2013;Shao et al,2017), especially in the Ethiopian context where reciprocity values are strongly endorsed (Kosa et al,2018) and that Employee Engagement is relationship-based that signifies a strong personal bond towards the organization (Meyer & Allen, 1991;Raymond & Mjoli, 2013). Third, in addition to developing a nuanced explanation for how Job Autonomy affects employees' Engagement, the researcher also explores the boundary conditions under which the effects of Job Autonomy can be either strengthened or weakened.…”

mentioning

confidence: 99%

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Exploring the relationship between Job autonomy and employee engagement in turbulent times

Kidane¹,

Xuefeng²

2021

IJRBS

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This study aims to develop and test a holistic model that depicts and examines the relationships among job autonomy, its drivers, as well as autonomous motivation and influence employee engagement. This research is among the first works to deal with such a complex framework that considers the interrelationships among numerous constructs and their effects on employee engagement. A questionnaire was designed to measure the influence of Job autonomy and its drivers on employee engagement while taking into consideration the impact of turbulent times and organizational commitment on these relationships. Data collected from a sample of 317 respondents working in Ethiopian commercial banks were used to test the proposed relationships. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) using the Smart PLS 3 software and SPSS version 26. PLS is a well-established technique for estimating path coefficients in structural models and has been widely used in a number of research studies. The proposed model proved to be fit. The findings of this study suggest that creating job autonomy and assuring autonomous motivation, may help companies gain employee engagement and enhance their performance. The adoption and implementation of such activities are driven by method, criteria, and scheduling autonomy. The successful implementation of these practices requires considering the level of turbulent environment and organizational tenure. The hypotheses were supported, and implications were discussed

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Section: Discussionsupporting

confidence: 76%

Section: Job Autonomy Autonomous Motivation and Employee Engagementmentioning

confidence: 99%

mentioning

confidence: 99%

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Exploring the relationship between Job autonomy and employee engagement in turbulent times

Kidane¹,

Xuefeng²

2021

IJRBS

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“…Second, we contribute to the growing literature on the effects of leaders' prosocial motives on employees (e.g., Frazier & Tupper, 2018;Shao, Cardona, Ng, & Trau, 2017) by introducing a leader's family motivation as a relevant contingency factor for when servant leadership trickles down in organizations. By examining two constructs that have been lauded for their positive work-related consequences Menges et al, 2017), we scrutinize the joint effects of supervisors' willingness to serve their employees as well as their family.…”

Section: Accepted Manuscriptmentioning

confidence: 99%

Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance

Stollberger

Heras

Rofcanın

et al. 2019

Journal of Vocational Behavior

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Previous studies have identified servant leadership as an important driver of organizational effectiveness. However, so far little research attention has been given to whether servant leadership displayed by leaders across an organization's hierarchy can increase the effectiveness of its members. In this study, we integrate prosociality models with role motivation theory to examine how manager servant leadership trickles down to affect employee work performance as well as the role of supervisor family motivation in influencing the trickle-down process. Using a matched sample of employees and their supervisors from three companies in the Dominican Republic, multilevel structural equation modeling results show that manager servant leadership trickles down to inspire supervisor servant leadership, which in turn increases employee prosocial motivation and subsequent work performance. Furthermore, supervisor family motivation buffers the trickle-down mechanism in that the effect on employee work performance is weaker for supervisors with high levels of family motivation. Our research breaks new ground by shedding light on how and when servant leadership trickles down to shape employee work performance.

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“…Therefore, strong organizational commitment can cause an inevitable change in employee psychology, attitude, and behavior, all of which can upgrade an employee's self-concept to the organization level, cause him/her to regard himself/herself as an indispensable part of an organization, make himself/herself actively concerned, and can result in a strong sense of responsibility and belonging, thus improving employee loyalty [50]. This analysis leads to the third hypothesis: Hypothesis 3 (H3).…”

Section: Relationship Between Organizational Identity and Commitmentmentioning

confidence: 99%

Sustainability of Hotel, How Does Perceived Corporate Social Responsibility Influence Employees’ Behaviors?

Kong

Yuan

et al. 2019

Sustainability

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This study sought to explore the influence of perceived corporate social responsibility (CSR) on organizational identification and organizational commitment. Based on extensive literature review, the theoretical model was proposed. Perceived CSR was developed as the determinant, organizational identification as the mediator, and organizational commitment as the outcome. Targeting highly educated employees, this study surveyed employees with bachelor degrees or above. A total of 836 data were collected, and structural equation modeling was analyzed with statistical software AMOS 21.0 software. The findings indicated that perceived CSR contributed positively to organizational identification and commitment. Apart from the direct positive effect on organizational commitment, organizational identification also mediated the relationship between perceived CSR and employee loyalty. The study highlighted the importance of fulfilling social responsibilities, encouraged managers to understand young well-educated employees from different perspectives, and also shed light on performing effective human resource management (HRM) activities, which can meet the UN Sustainable Development Goals and accelerate the related development in tourism and hospitality.

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Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility

Cited by 38 publications

References 67 publications

Exploring the relationship between Job autonomy and employee engagement in turbulent times

Exploring the relationship between Job autonomy and employee engagement in turbulent times

Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance

Sustainability of Hotel, How Does Perceived Corporate Social Responsibility Influence Employees’ Behaviors?

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