Political skill and organizational identification: Preventing role ambiguity from hindering organizational citizenship behaviour

Abstract

This research investigates how employees' perceptions of role ambiguity might inhibit their propensity to engage in organizational citizenship behaviour (OCB), with a particular focus on the potential buffering roles of two personal resources in this process: political skill and organizational identification. Survey data collected from a manufacturing organization indicate that role ambiguity diminishes OCB, but this effect is attenuated when employees are equipped with political skill and have a strong sense of belonging to their organization. The buffering role of organizational identification also is particularly strong when employees have adequate political skills, suggesting the reinforcing, buffering roles of these two personal resources. Organizations that want to foster voluntary work behaviours, even if they cannot provide clear role descriptions for their employees, should nurture adequate personal resources within their employee ranks.

Impact of authentic leadership on employee turnover intention: Perceived supervisor support as mediator and organizational identification as moderator

“…Lastly, the second objective of this research was to investigate whether employee organizational identification acts as a situational factor affecting the relationship between authentic leadership and employee turnover intention. Consistent with prior studies on moderating roles of organizational identification in the workplace ( De Cremer, 2005 ; Lipponen et al, 2008 ; Tangirala and Ramanujam, 2008 ; Abbasi et al, 2021 ; Ciampa et al, 2021 ; De Clercq and Belausteguigoitia, 2022 ), our research highlights the role of organizational identification in facilitating PSS into employee turnover intention. Specifically, we found organizational identification to be a situational factor that might influence the relationship between authentic leadership and turnover intention.…”

“…Specifically, our study suggests that authentic leadership is an effective leadership style because it causes employees to believe that their supervisors support them significantly. Third, consistent with prior research on organizational identification ( Abbasi et al, 2021 ; Ciampa et al, 2021 ; De Clercq and Belausteguigoitia, 2022 ), this study contributes to organizational identification literature by suggesting that identification might be a critical situational factor in the relationship between PSS and employee turnover intention.…”

Economic policy uncertainty and corporate donation: evidence from private firms in Korea

“…COR theory posits that people have a built-in bias to “overweight resource loss” and “underweight resource gain” as a theory to understand stress in organizations, with resource loss being more powerful than resource gain in terms of magnitude and speed over time (Hobfoll 1989 ; Hobfoll et al 2018 ). Since Hobfoll’s ( 1989 ) seminal study, COR theory has been recently applied to explain conservation strategies at the organizational level (Hobfoll et al 2018 ; Clercq and Belausteguigoitia 2019 ). The main tenet of COR is that firms' resource loss is expected to be disproportionately more salient than resource gain.…”

Leveraging Organizational Performance through Employee Commitment and Organizational Citizenship Behaviour: A Conceptual Review

“…When employees are satisfied, they are more likely to demonstrate OCB and have a lower turnover rate [39]. Furthermore, [40] discuss how several scholars (e.g. OCB is defined by [41], [42] as "discretionary acts that are not formally rewarded and go beyond conventional job obligations but are critical to team and organizational efficiency.…”