Employee Recognition, Task Performance, and OCB: Mediated and Moderated by Pride

Abstract

Employee recognition, an incentive approach often used in management practice, plays an important role in organizations. In comparison to other incentive methods, employee recognition does not focus on the amount of money and material, but it does recognize employees and their achievements and values in the workplace. We would like to reveal the outcome and emotional mechanism of employee recognition in this work. Based on the broaden-and-build theory, we explored the role of the emotion pride on the relationship between employee recognition with task performance and OCB. Using a cross-section sampling approach, 256 valid questionnaires from 58 groups by the leader-member dyad method were collected. SPSS20.0 and Amos21.0 were used to perform the data analysis and verify the hypothesis. The results showed that: (1) Employee recognition has a significantly positive effect on task performance and OCB. (2) Authentic pride mediates the relationship between employee recognition with (a) task performance and (b) OCB. (3) Hubristic pride positively moderates the relationship between employee recognition with (a) task performance and (b) OCB. In conclusion, this study reveals the emotional response and behavioral results of employee recognition by focusing on the role of pride in the path of employee recognition with task performance and OCB.

Employees’ peak experience at work: Understanding the triggers and impacts

“…The connotations of pride in our research not only include this type of event but also contain other positive events that can help employees show their excellent ability, such as getting praise or appreciation from others ( Ohly and Schmitt, 2013 ), as well as being able to handle a challenging situation ( Tavel et al, 2022 ). All of these positive work events can trigger employees’ positive emotions because they are their moments of glory ( Yang et al, 2022 ). Moreover, connection has a positive but small direct effect (β = 0.155, p < 0.05) on PE.…”

The impact of corporate social responsibility on firm reputation and organizational citizenship behavior: The mediation of organic organizational cultures

“…In such markets, primary research is often the most reliable source. The questionnaire adopted constructs on CSR from Manzoor et al (2019b) ‘s study, those on OOC from Cameron and Quinn (2011) ‘s study, while the constructs on Firm Reputation and OCB were taken from Tangngisalu et al (2020) and Yang et al (2022) ‘s studies, respectively.…”

“…Organizational citizenship behavior: In this study, we employed the OCB scale established by Yang et al (2022) , and previously used in the literature ( Bachrach et al, 2007 ). Total of 10 items using the Likert five-point scale measurement, the score was from 1 to 5, indicating “strongly disagree” to “strongly agree.”…”

Organizational Citizenship Behavior, Reward, Punishment To Improve Employee Performance

“…OCB is a term used to identify behaviors carried out by employees outside of their main duties, but these behaviors are desirable and useful for the organization (Neami & Shokrkon, 2004). OCB as an outcome variable besides task performance to further enrich the gaps in relevant literature by examining how recognition practices (non-financial incentives) provided by superiors influence employees of their in-role and extra-role outcomes, which are task performance and OCB (Yang et al, 2022) 2. Reward According to Nicholas and Shadily (2015: 485), the word reward comes from the English language, which means reward or reward.…”

“…Meanwhile, Fitriastuti's (2013) research showed that OCB has a significant positive effect on team member performance. In addition, team member recognition has a significantly positive effect on task performance and OCB (Yang et al, 2022).…”