How discretionary behaviors promote customer engagement: the role of psychosocial safety climate and psychological capital

Siami, Sahar; Martin, Angela; Gorji, Mohammadbagher; Grimmer, Martin

doi:10.1017/jmo.2020.29

Cited by 13 publications

(8 citation statements)

References 86 publications

(158 reference statements)

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“…The proposed model addresses an influencee's response to an influencor's request, which-depending on the former's level of agreement-can yield a level of tension (e.g., Clark et al, 2020). Our observations add to this growing discourse by applying the widely used social psychology concepts of conformity, compliance, and reactance to socially influenced SEB (Fitzsimons & Lehmann, 2004;Kelman, 1958), exposing a key contribution (L. Lee et al, 2018;Siami et al, 2020). Overall, our analyses reveal MacInnis ' (2011, p. 146) integrating purpose of conceptual research, which "draws connections between previously differentiated phenomena, finding a novel… perspective on how these entities are related.…”

Section: Introductionmentioning

confidence: 91%

Social influence and stakeholder engagement behavior conformity, compliance, and reactance

et al. 2021

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Following the proliferation of customer engagement behavior research, rising interest is observed in marketing‐based stakeholder engagement behavior, which covers any stakeholder's—including a customer's, employee's, firm's, supplier's, competitor's, and so forth—behavioral engagement in his/her role‐related interactions, activities, and relationships. However, despite its importance, understanding of the stakeholder engagement behavior concept remains tenuous, is therefore addressed in this paper. We first conceptualize stakeholder engagement behavior as a stakeholder's behavioral manifestation toward his/her role‐related interactions, activities, and relationships, followed by an exploration of the effect of influencor‐exerted social influence on an influencee's stakeholder engagement behavior. We argue this effect to manifest as stakeholder engagement behavior conformity, ‐compliance, or ‐reactance, depending on the influencee's level of acceptance of the influencor's exerted influence. In turn, we propose stakeholder engagement behavior conformity, ‐compliance, and ‐reactance to yield cooperation, coopetition, or competition in the influencor/influencee relationship, respectively, as depicted in a conceptual model and an associated set of propositions. By investigating the interface of social influence, stakeholder engagement behavior, and its prevailing relational consequences (i.e., cooperation, coopetition, and competition), our analyses offer novel theoretical acumen and actionable managerial insight.

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Section: Introductionmentioning

confidence: 91%

Social influence and stakeholder engagement behavior conformity, compliance, and reactance

et al. 2021

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“…Our study shows that during serious emergencies, the PSC that is provided by organizations can influence OCBs by enhancing resilience. When the PSC that is adopted by the organization helps employees to build their psychological resources, they exchange their resources via OCBs to obtain additional psychological resources and help the organization to overcome difficulties (Siami et al, 2022). This finding indicates that resilience is a key mechanism for explaining the ways that organizational resources affect employee OCBs during serious emergencies.…”

Section: Discussionmentioning

confidence: 99%

“…Using the perspectives of resource exchange and investment, this study explores the ways that a psychosocial safety climate (PSC) can stimulate employee OCBs by enhancing employees’ psychological abilities (resilience). During serious emergencies, 2 the PSC that is provided by an organization can support the physical and mental health of its employees (Dollard & Bailey, 2021; Siami et al, 2022), which not only alleviates their psychological distress but also enhances their psychological resilience to engaging in OCBs. Meanwhile, a PSC helps to create a positive organizational image, increase employees’ perceived job security and organizational trust, and stimulate employees’ resource-investment motivations for OCBs (Derbis & Jasinski, 2018; Mansour & Tremblay, 2018).…”

mentioning

confidence: 99%

Joint Efforts: Can We Succeed? Stimulating Organizational Citizenship Behaviors Through a Psychosocial Safety Climate

Yang,

Yan,

Gao

et al. 2023

SAGE Open

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Serious emergencies exacerbate the uncertainty, complexity, and ambiguity of the external environment, creating survival challenges for organizations and employees. During emergencies, it becomes more difficult for organizations to leverage organizational citizenship behaviors (OCBs) from their employees to survive existential crises. From the perspective of resource exchange and investment, we explore the ways that organizations can collaboratively overcome difficulties by motivating their employees to engage in OCBs. Our findings show that (1) a psychosocial safety climate (PSC) that is adopted by an organization can effectively stimulate employee OCBs, which are of greater help to organizations than to coworkers, (2) resilience may be a psychological resource that explains the stimulating effect of a PSC on OCBs, and (3) employee trait gratitude enhances the role of resilience in mediating the relationship between a PSC and helping behaviors (but not civic virtue behaviors). Our findings not only reveal the mechanisms by which organizations can stimulate employee OCBs when the two face survival challenges during serious emergencies but also provide a recommendation for managers to focus on employee mental health and resilience during crises.

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“…These behaviors are normally selfstarted actions rather than lead or imposed by others (Dong et al, 2022). Positive service behaviors are emergent and discretionary behaviors directed at customers reflecting service employees' endeavor during service interaction beyond their formal tasks to meet customers' unique needs and expectations (Siami et al, 2022).…”

Section: Mediating Role Of Employees' Positive Service Behaviormentioning

confidence: 99%

Psychosocial safety climate and psychological capital for positive customer behavioral intentions in service organizations

Siami

Gorji

Martin

2023

AJB

Self Cite

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PurposeThe purpose of this paper is to articulate a synergic-mediated model of positive service behaviors enabled by what could be called a “psychosocial resource caravan” for improved customer behavioral intentions to help service organizations especially during coronavirus disease 2019 (COVID-19) crisis.Design/methodology/approachThis paper adopts a multi-level approach and is based on positive organizational behavior and occupational health and safety literature. An empirical study of synergic-mediated model of positive service behaviors has been developed and tested using a quantitative approach.FindingsThis paper offers a theoretical framework proposing that a psychosocially safe work environment (psychosocial safety climate (PSC)) interacts with employees' positive psychological capital (PsyCap) to facilitate positive service behaviors that influence customers' behavioral intentions. As PsyCap and PSC have origin, respectively, in different organizational levels, those both can combine and create a context for positive service encounters. The proposed model has been operationalized and then the reliability and validity of the constructs have been examined. A series of CFAs has been conducted and the fitness of the prosed model was compared to other possible models. The model showed a better fitness compared to the other plausible models. All hypotheses of the model were also significant.Originality/valueThe proposed model integrates positive organizational behavior and occupational health and safety literature to consider the conditions for positive service behaviors. High levels of PsyCap among team members and a psychosocially safe working environment, i.e. PSC can impact customers through positive service behaviors. The articulation of the proposed model presented in this paper invites future empirical research on the synergic nature of psychosocial resources. The paper also suggests some key points to operationalize “psychosocial resource caravan.”

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How discretionary behaviors promote customer engagement: the role of psychosocial safety climate and psychological capital

Cited by 13 publications

References 86 publications

Social influence and stakeholder engagement behavior conformity, compliance, and reactance

Social influence and stakeholder engagement behavior conformity, compliance, and reactance

Joint Efforts: Can We Succeed? Stimulating Organizational Citizenship Behaviors Through a Psychosocial Safety Climate

Psychosocial safety climate and psychological capital for positive customer behavioral intentions in service organizations

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