Promoting organizational citizenship behaviour through high involvement human resource practices: An attempt to reduce turnover intention

Wee, Yu Ghee; Ibrahim, Mohamed Dahlan; Ahmad, Khadher; Fen, Yap Sheau

doi:10.1037/e605322012-012

Cited by 2 publications

(1 citation statement)

References 42 publications

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“…In addition, OCB helps to reduce withdrawal behaviors and absenteeism among employees in organization [9]. High turnover and absenteeism rate in an organization is harmful because when employees quit or are absent from their work without adequate notice, daily work activities are affected and it will cause organizational functionality to weaken.…”

Section: Introductionmentioning

confidence: 99%

Can Stressed Employees Perform Organizational Citizenship Behavior?

Soo¹,

Ali²

2017

JOAMS

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Organizational citizenship behavior is beneficial for organizations to sustain long-term profitability. As such, organizations today constantly expect the employees engage in organizational citizenship behavior. However, the demonstration of organizational citizenship behavior is truly depends on the willingness of the employees. Meanwhile, employees have no formal obligation to perform organizational citizenship behavior. Surprisingly, there is a dearth of studies to investigate whether stressed employees can still contribute to the positive behaviors in the organization. Hence, this study used 474 bank officers to investigate the negative relationship between stress and organizational citizenship behavior. The findings of this study confirmed the hypothesized relationship between emotional stress and organizational citizenship behavior.Index Terms-organizational citizenship behavior, positive behavior, stress, stress symptoms, bank, Malaysia 

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Section: Introductionmentioning

confidence: 99%

Can Stressed Employees Perform Organizational Citizenship Behavior?

Soo¹,

Ali²

2017

JOAMS

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Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

Martin

Guillaume

Thomas

et al. 2015

Personnel Psychology

554

325

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This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

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Promoting organizational citizenship behaviour through high involvement human resource practices: An attempt to reduce turnover intention

Cited by 2 publications

References 42 publications

Can Stressed Employees Perform Organizational Citizenship Behavior?

Can Stressed Employees Perform Organizational Citizenship Behavior?

Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

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