Employee Involvement and Organizational Citizenship: Implications for Labor Law Reform and “Lean Production#x201D;

Abstract

Using data from surveys of employees and their supervisors in eight companies in 1992, the authors examine how each of two forms of employee involvement affected an important dimension of individual performance, organizational citizenship behavior (OCB), defined as individual discretionary behavior that promotes the organization and is not explicitly rewarded. Involvement in work organization increased OCB both indirectly, by changing the job characteristics of individual tasks, and directly, independent of such changes. In contrast, involvement in decisions governing employment practices had only small indirect effects on OCB and no direct effect. These results inform the contemporary debate in labor law concerning the appropriate scope for employee involvement plans as well as the debate about the mechanism through which new production systems affect employee performance.

Liderança E Autonomia Nas Novas Formas De Organização Do Trabalho: Comparando Empresas Do Porto Digital De Pernambuco

“…Ressalta-se que as práticas pós-burocráticas ou NFOT se apoiam simultaneamente na tecnologia e no fator humano para promover a descentralização e o tipo de grau de autonomia aplicado às pessoas. As NFOT se fundamentam em técnicas consideradas flexíveis como a multi-habilidades, autonomia no trabalho, rodízio de função, participação na decisão, trabalho em equipe e são apresentadas como as melhores práticas de geração de resultados positivos referentes à motivação, ao desempenho, à identidade e à satisfação (CAPPELLI; ROGOVSKI, 1998).…”

Impact of Time Pressure on Organizational Citizenship Behavior: Moderating Role of Conscientiousness

“…To help managers, scholars across the globe have conducted a massive research in identifying the antecedents of OCB. Some of the antecedents that have been identified are age (Wanzian, & Weiwu, 2006), personality (Borman, 2004), leadership support (Netemeyer et al, 1997), performance (Bachrach et al, 2006) and time pressure (Hui, Organ & Crooker, 1994); commitment (Somech, & Bogler, 2002;Kuehn, & Al-Busaidi, 2002); job satisfaction (Zeinabadi, 2010;Kuehn, & Al-Busaidi, 2002;Foote, & Li-Ping, 2008;Organ, & Lingl, 1995); employee involvement (Cappelli, & Rogovsky, 1998), work engagement (Babcock, & Strickland, 2010); procedural justice (Moorman, 1991;Moorman, Niehoff, & Organ, 1993). These antecedents are followed by some of these consequences such as decreased turnover intentions (Hendrix, Robbins, Miller, & Summers, 1998); job variety (Chiu, & Chen, 2005).…”