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

Yang, Yang; Yan, Rui; Gao, Yuting; Feng, Feng; Meng, Yan

doi:10.1177/21582440231193307

Cited by 3 publications

(3 citation statements)

References 81 publications

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“…The inverse relationship between equitable management and behaviors such as sexual harassment and turnover intention underscores this point. Our study suggests that equitable and fair management acts directly and enhances proactive behaviors and attitudes, such as psychological empowerment [27] and workplace civic or organizational citizenship behaviors [28][29][30][31]. This could be because equity and fairness promote mutual respect among employees, generating a work environment in which everyone's well-being is valued and protected [32].…”

Section: The Proposed Conceptual Modelmentioning

confidence: 82%

“…For instance, prior research established a strong connection between workplace sexual harassment and turnover intention [8], highlighting the need to explore these variables in conjunction. Moreover, equitable management has demonstrated relationships with psychological empowerment, organizational citizenship behaviors, and counterproductive behaviors [27][28][29][30][31]. By integrating these variables into our conceptual model, we aim to capture a holistic view of how equitable management and crisis impact various dimensions of productivity, well-being, and organizational behavior.…”

Section: The Proposed Conceptual Modelmentioning

confidence: 99%

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Preventing Workplace Sexual Harassment and Productivity Loss during Crisis Periods: The Protective Role of Equitable Management

Vara-Horna,

Asencios-Gonzalez,

Quipuzco-Chicata

et al. 2023

Sustainability

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This study examines the role of equitable management in preventing sexual harassment in the workplace and a loss of productivity during periods of crisis due to natural or social disasters. A structured survey of 445 women from 76 companies in five regions of northern Peru and a structural equation analysis show that companies that implement equitable management can mitigate the adverse effects of social conflicts and natural disasters. These findings indicate that equitable management is inversely related to counterproductive behaviors (β = −0.259, p < 0.001), sexual harassment at work (β = −0.349, p < 0.001), and turnover intention (β = −0.527, p < 0.001) and is positively associated with organizational citizenship behaviors (β = 0.204, p < 0.001) and psychological empowerment (β = 0.240, p < 0.001). Social conflicts and natural disasters, on the other hand, increase workplace sexual harassment (β = 0.244, p = 0.027) and intention to quit (β = 0.252, p < 0.001) and have a considerable impact on the loss of work productivity (β = 0.662, p < 0.001). However, in companies with fairer and more equitable management, this impact is much smaller and mitigated by these good practices. This suggests that equitable management protects against and prevents sexual harassment at work. In addition, it acts as a mechanism that enhances organizational citizenship behaviors and attitudes in the workplace which remain even in adverse external environments. This is an effective tool and strategy for maintaining productivity and organizational resilience in difficult times.

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Section: The Proposed Conceptual Modelmentioning

confidence: 82%

Section: The Proposed Conceptual Modelmentioning

confidence: 99%

Preventing Workplace Sexual Harassment and Productivity Loss during Crisis Periods: The Protective Role of Equitable Management

Vara-Horna,

Asencios-Gonzalez,

Quipuzco-Chicata

et al. 2023

Sustainability

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“…Organizational Citizenship Behavior (OCB) can be defined as individual behavior utilized to enhance an organization’s effectiveness, and it is unrelated to the organizational reward system [ 44 ]. This involves employees going above and beyond the organization’s demands, contributing in a special way known as OCB [ 45 ]. OCB encompasses a range of behaviors such as assisting colleagues, volunteering for extra activities, and motivating others.…”

Section: Theoretical Foundation Literature and Hypothesismentioning

confidence: 99%

“Exploring the relationship of organizational virtuousness, citizenship behavior, job performance, and combatting ostracism” through structural equational modeling

Gogia,

Shao,

Khan

et al. 2024

BMC Psychol

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Background This theoretical model has been drawn on principles of social exchange theory to scrutinize the connection between organizational virtuousness and job performance with the mediating role of Organizational citizenship behavior and moderating role of workplace ostracism. A survey was conducted in Pakistan, gathering data from 486 employees working for various private and commercial banks. Method Soft and hard questionnaires were distributed to the participants, with social media platforms used for the soft questionnaires and meetings with employees for the hard questionnaires. A 7-point Likert scale was employed in data collection, and measures for the variables were adapted from reliable and valid sources. A demographic analysis was performed to summarize the sample collected from participants. The demographics results were analyzed using SPSS, while the measurement model and path analysis were conducted using Structural Equational Modeling with Smart PLS-4. Results The study’s findings showed a significant and positive relationship between organizational virtuousness and job performance, with organizational citizenship behavior serving as a mediator. Additionally, a negative moderation of workplace ostracism was observed in the mediation of organizational citizenship behavior toward the relationship between organizational virtuousness and job performance. Conclusion The study’s results contribute to the implementation of social exchange theory and related concepts in the banking sector of Pakistan, providing practical guidance for implementing virtuous practices within organizations and discouraging ostracism in banks to enhance overall performance. The study suggests that policies regarding the implementation of virtuous practices in organizations can be established, and workplace ostracism can be avoided by providing a platform for social gatherings and training employees. Managers should adopt appropriate leadership styles and relevant communication patterns to impact the organizational climate which can also help reduce the influence of ostracism in the organization. Additionally, a complaint cell should be established with complete confidentiality to reduce ostracism.

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Evidence for a Negative Loss Spiral between Co-Worker Social Support and Burnout: Can Psychosocial Safety Climate Break the Cycle?

McLinton,

Jamieson,

Tuckey

et al. 2023

Healthcare

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Previous research suggests that co-worker social support predicts burnout, but this relationship may be far more complex, with the potential for a reciprocal cycle of loss. Leading research on loss spirals has explicitly called for more research on interindividual factors such as social support and, by extension, how interventions that operate on these interpersonal resources could play a role in primary and secondary prevention (i.e., intervening in cycles of loss). In this study, we explore the reciprocal relationship between burnout and co-worker social support, with psychosocial safety climate (PSC) as an upstream predictor and moderator of this relationship. Using hierarchical linear modelling (N = 380 frontline healthcare workers, nested within N = 63 teams) on longitudinal data, we found a reciprocal relationship between burnout and co-worker support, which was both triggered and moderated by PSC. These findings provide initial evidence for a social support–burnout loss spiral, wherein individuals with poor co-worker support are more likely to become burnt-out, and in this depleted state they are subsequently less likely to reach out for those social supports when available, which would, in turn, lead to further burnout. This social support–burnout loss spiral is exacerbated when working in a low-PSC context, as the environment does not send positive safety signals about resource scarcity and replenishment. Therefore, PSC may be a potential target for intervention both in primary prevention (i.e., stopping the loss spiral in the first instance) and in secondary intervention, as high PSC signals to workers already in the burnout–support loss cycle when it is safe to reinvest resources or engage in recovery behavior.

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

Cited by 3 publications

References 81 publications

Preventing Workplace Sexual Harassment and Productivity Loss during Crisis Periods: The Protective Role of Equitable Management

Preventing Workplace Sexual Harassment and Productivity Loss during Crisis Periods: The Protective Role of Equitable Management

“Exploring the relationship of organizational virtuousness, citizenship behavior, job performance, and combatting ostracism” through structural equational modeling

Evidence for a Negative Loss Spiral between Co-Worker Social Support and Burnout: Can Psychosocial Safety Climate Break the Cycle?

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