Impact of organizational socialization on organizational citizenship behavior: mediating role of knowledge sharing and role clarity

Adil, Adnan; Kausar, Saima; Ameer, Sadaf; Ghayas, Saba; Shujja, Sultan

doi:10.1007/s12144-021-01899-x

Cited by 20 publications

(30 citation statements)

References 28 publications

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“…This scale is evident in many recognized studies ( Harris et al., 2018 ; Jin et al., 2018 ; Lavy and Littman-Ovadia, 2017 ; Ong et al., 2018 ; Saks, 2006 ). Additionally, this scale is still relevant for measuring the existence of OCB among academics, as it was adopted in several studies, for example ( Adil et al., 2021 ; Ahmad et al., 2019 ; Al-Mahdy et al., 2021 ; Atta and Khan, 2021 ; Butt et al., 2020 ; Cheung and Lun, 2015 ; Dirican and Erdil, 2016 ; Jin et al., 2018 ; Majeed and Jamshed, 2021 ; Umrani et al., 2019 ). Further, this scale, according to Panicker et al.…”

Section: Methodsmentioning

confidence: 99%

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Rahman

Karim

2022

Heliyon

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Section: Methodsmentioning

confidence: 99%

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Rahman

Karim

2022

Heliyon

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“…Besides the in-role performance, there are some behaviors that generally go beyond the employee's job duty and are not clearly and directly regulated by the normal compensation system, which is defined as organizational citizenship behaviors (OCB). Employee recognition, as an effective feedback behavior, could make employees feel the communication and interaction with leaders, and make employees understand their job responsibilities and roles, so as to improve the quality of trust and relationship with leaders, help employees better integrate into the organization, and perceive organizational support [30]. Therefore, they would like to give back the appreciation of leaders, such as helping colleges, retaining loyalty to the organization, showing proactive behavior, etc.…”

Section: Employee Recognition With Task Performance and Ocbmentioning

confidence: 99%

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

2022

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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.

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“… 12 , 13 These will further promote positive behaviors of employees, such as organizational citizenship behavior, knowledge sharing behavior, and information search behavior. 14 , 15 Moreover, scholars have also found that organizational socialization has a significant negative relationship with individual turnover intention, 16 which motivates employees’ work initiative 17 and contributes to the improvement of individual and organizational performance. 18–20 Regarding the level of organization-individual interaction, Kim et al and Xu et al proposed that organizational socialization could enhance the person-organization fit of new employees.…”

Section: Introductionmentioning

confidence: 99%

Effect of Organizational Socialization of New Employees on Team Innovation Performance: A Cross-Level Model

Liao¹,

Zhou²,

Yin³

2022

PRBM

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Purpose Based on the Social Information Processing Theory, a cross-level model was conducted to analyze the influence of new employees’ organizational socialization on team innovation performance via the mediating effect of employee voice behavior and the moderating effect of servant leadership. Methods Survey data were collected from 352 new employees and 88 leaders at two stages in major Chinese innovation companies. Samples were involved technology and development, production and operation, marketing and sales, and functional management departments. The software Mplus 7.0 and AMOS 22.0 were used to test the hypotheses. Results The cross-level results indicated that organizational socialization directly enhances new employee voice behavior and, accordingly, promotes team innovation performance. Additionally, servant leadership plays a moderating role between organizational socialization and prohibitive voice behavior but has no moderating effect on the relationship between organizational socialization and promotive voice behavior. Conclusion The results enrich the research on the influencing mechanism of organizational socialization on team innovation performance and provide a theoretical basis and practical guidance for innovation enterprise leaders on how to promote team innovation performance.

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Impact of organizational socialization on organizational citizenship behavior: mediating role of knowledge sharing and role clarity

Cited by 20 publications

References 28 publications

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

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

Effect of Organizational Socialization of New Employees on Team Innovation Performance: A Cross-Level Model

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