Commitment, procedural fairness, and organizational citizenship behavior: a multifoci analysis

Lavelle, James J.; Brockner, Joel; Konovsky, Mary A.; Price, Kenneth H.; Henley, Amy B.; Taneja, Aakash; Vinekar, Vishnu

doi:10.1002/job.518

Cited by 216 publications

(230 citation statements)

References 55 publications

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“…For example, Salehi and Gholtash (2011) in Iran showed that variable of organizational commitment had a positive effect on the OCB. Also, a review of the previous studies such as Meyer and Allen (1990), Ensher et al (2001), Gautam et al (2005), Haigh and Pfau (2006), Liu (2009), Lavelle et al (2009), Ng and Feldman (2011, Morin et al (2011), Chen andKao (2012), and Islam et al (2012) indicates that positive OCB is effective on organizational commitment. Therefore, these results show that physical education managers, based on the proposed strategies, should be able to increase rate of staff's organizational commitment.…”

Section: Discussionmentioning

confidence: 99%

“…Haigh and Pfau (2006), in a study entitled ''Bolstering organizational identity, commitment, and citizenship behaviors through the process of inoculation'' concluded that organizational identity, organizational commitment, and certain OCBs could be strengthened through internal communication (Haigh and Pfau 2006). Lavelle et al (2009), in their study entitled ''Commitment, procedural fairness, and organizational citizenship behavior: a multifocal analysis'' concluded that: (1) the positive relationship between commitment and OCB, and (2) the mediating effect of commitment on the positive relationship between procedural fairness and OCB were particularly likely to emerge when the constructs referred to the same target. Support of these target similarity effects was found among layoff survivors (Study 1) and student project teams (Study 2), (Lavelle et al 2009).…”

Section: Organizational Citizenship Behavior and Organizational Commimentioning

confidence: 99%

“…Lavelle et al (2009), in their study entitled ''Commitment, procedural fairness, and organizational citizenship behavior: a multifocal analysis'' concluded that: (1) the positive relationship between commitment and OCB, and (2) the mediating effect of commitment on the positive relationship between procedural fairness and OCB were particularly likely to emerge when the constructs referred to the same target. Support of these target similarity effects was found among layoff survivors (Study 1) and student project teams (Study 2), (Lavelle et al 2009). Ng and Feldman (2011) in a study entitled ''Affective organizational commitment and citizenship behavior: Linear and nonlinear moderating effects of organizational tenure,'' concluded that organizational tenure moderated the relation nonlinearly.…”

Section: Organizational Citizenship Behavior and Organizational Commimentioning

confidence: 99%

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The effect of organizational citizenship behavior on organizational commitment

2013

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The purpose of this study was to survey the relationship between organizational citizenship behavior and organizational commitment. Research method is descriptive-correlative and it was applied based on the related purpose. Statistical population included all staff of Physical education departments in Iran, whose number was 1,225 at the time of the study. Also, statistical sample including 293 subjects was selected using Morgan table. The independent variables of research included dimensions of organizational citizenship behavior and the dependent variables included dimensions of organizational commitment. The statistical analyses of the study results show that all alternative hypotheses were supported and the null hypotheses were rejected.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Citizenship Behavior and Organizational Commimentioning

confidence: 99%

Section: Organizational Citizenship Behavior and Organizational Commimentioning

confidence: 99%

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The effect of organizational citizenship behavior on organizational commitment

2013

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“…Other studies have demonstrated how procedural fairness matters beyond the legal context, including in educational (Tyler & Caine 1981), managerial (Lavelle et al 2009), and political (Tyler 1994;Bøggild 2014) settings. Figure 1 reports six widely considered procedural criteria.…”

Section: Procedural Fairness: Existing Findings and Theorymentioning

confidence: 99%

The Evolved Functions of Procedural Fairness: An Adaptation for Politics

Bøggild

Petersen

2016

Evolutionary Psychology

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Abstract:Politics is the process of determining resource allocations within and between groups. Group life has constituted a critical and enduring part of human evolutionary history and we should expect the human mind to contain psychological adaptations for dealing with political problems. Previous research has in particular focused on adaptations designed to produce moral evaluations of political outcomes: is the allocation of resources fair? People, however, are not only concerned about outcomes. They also readily produce moral evaluations of the political processes that shape these outcomes. People have a sense of procedural fairness. In this chapter, we identify the adaptive functions of the human psychology of procedural fairness. We argue that intuitions about procedural fairness evolved to deal with adaptive problems related to the delegation of leadership and, specifically, to identify and counter-act exploitative leaders. In the chapter, we first introduce the concept of procedural fairness, review extant social psychological theories and make the case for why an evolutionary approach is needed. Next, we dissect the evolved functions of procedural fairness and review extant research in favor of the evolutionary account. Finally, we discuss how environmental mismatches between ancestral and modern politics make procedural fairness considerations even more potent in modern politics, creating a powerful source of moral outrage.Keywords: procedural fairness, procedural justice, evolutionary psychology, politics, dominance, leadership, strategic moralization 3 Politics is the process of determining resource access (Petersen 2015). In a classical definition, the political scientist, David Easton (1953), thus defined politics as the process of determining the "authoritative allocation of values for a society." In more plain terms, another classical definition described politics as about "who gets what" (Lasswell 1950). These definitions highlight that politics is ultimately about outcomes: who gets a resource and who does not. Some researchers of politics have taken this to imply that outcomes are all people care about in politics. As Ulbig (2002, p. 793) notes, the traditional notion has been that "when people get what they want they do not care how they get it". Popkin (1991, p. 99), for example, holds that people "care about ends not means; they judge government by results and are . . . indifferent about the methods by which the results were obtained". is their strategy for achieving those interests? Research has documented that such a focus is, at least in part, demand driven: people crave information about the process leading to outcomes and the strategic aspects involved (Smith et al. 2007;Trussler & Soroka 2014).This appetite for information about what goes on behind the scenes of political outcomes extends even to the personal lives of politicians: who are they, whom are they personally affiliated with, and do they practice what they preach politically? This latter observation illustrates an importan...

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“…Organizational commitment is a widely researched and extremely promising relational construct [7], [8] [49]. The last two hypotheses of the study are proposed:…”

Section: The Mediating Role Of Organizational Commitmentmentioning

confidence: 99%

The Effect of Organizational Justice on Employees' Turnover Intention and Customer-Oriented Behavior in Chinese Full-Service Restaurants: The Mediating Role of Organizational Affective Commitment

Seo¹,

Liu²,

Kim³

2010

International Journal of Contents

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The purpose of this study was to provide a more comprehensive model which integrates a social exchange construct (i.e., organizational commitment) as a mediator to test the relationship between organizational justice and employees' bebaviors such as intent to leaving and custormer-oriented behavior. Based on the data collected from ten Chinese full-service restaurants, this study analyzed the proposed hypotheses through model comparison by using structural equation modeling (SEM) technique with AMOS

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Commitment, procedural fairness, and organizational citizenship behavior: a multifoci analysis

Cited by 216 publications

References 55 publications

The effect of organizational citizenship behavior on organizational commitment

The effect of organizational citizenship behavior on organizational commitment

The Evolved Functions of Procedural Fairness: An Adaptation for Politics

The Effect of Organizational Justice on Employees' Turnover Intention and Customer-Oriented Behavior in Chinese Full-Service Restaurants: The Mediating Role of Organizational Affective Commitment

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