The mediating influence of organisational citizenship behaviour on employee job performance and staff incentive's relationship

Rawabdeh, Mohammed; Nawafleh, Sahem; Alsari, Hiba; Melhem, Marwa Bani

doi:10.1504/ijmp.2019.098655

Cited by 6 publications

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“…Organisational objectives can be efficiently achieved when employees are willing to do work that is beyond their job description (Chattopadhyay, 2017). Organisations with employees with high organisational citizenship behaviour have a competitive advantage and are highly productive (Morales-Sánchez & Pasamar, 2019;Rawabdeh, Nawafleh, Alsari, & Melhem, 2019;Salas-Vallina, Alegre, & Fernandez, 2017). However, few organisations have a clear organisational citizenship behaviour strategy.…”

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confidence: 99%

The influence of compensation, training and development on organisational citizenship behaviour

Manenzhe

Ngirande

2021

SA Journal of Industrial Psychology

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Orientation: Extra role behaviours, also known as organisational citizenship behaviours, are very important for an organisation’s success. Organisational objectives can be efficiently achieved when employees are willing to do work that is beyond their job description. Organisations with employees with high organisational citizenship behaviour have a competitive advantage and are highly productiveResearch purpose: The study investigated the influence of compensation and training and development on organisational citizenship behaviour amongst academic staff at a rural-based South African institution of higher learning.Motivation for the study: Research on the influence of compensation and training and development on organisational citizenship behaviour is not new. However, the studies were carried out in different sectors outside South Africa. There is still scant information known about citizenship behaviour in the higher education sector in general and in South African rural-based institutions of higher learning in particular.Research approach/design and method: The study was based on a quantitative approach, which used a cross-sectional research design. A sample of 152 academic staff participated in this study. Data were gathered using a self-administered questionnaire. Descriptive statistics, correlation and multiple regression analysis technique were conducted using Statistical Package for Social Sciences (SPSS) version 26.0.Main findings: The findings revealed a significant relationship between compensation and organisational citizenship behaviour. A significant correlation was also found between training and development and organisational citizenship behaviour. However, in multiple regression analysis, compensation was found to be the only predictor of organisational citizenship behaviour. Moreover, no significant difference in levels of organisational citizenship behaviour between men and women was found.Practical/managerial implications: The management of the institution should continuously review its compensation or rewards policies to enhance organisational citizenship behaviour amongst the academic staff. Institutions of higher learning should also compensate their employees and develop them fairly regardless of gender in order to promote organisational citizenship behaviour.Contribution/value-add: The study’s findings will assist the university management in making strategic decisions on compensation systems and staff development that will enhance the citizenship behaviour of the academic staff.

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Section: Introductionmentioning

confidence: 99%

The influence of compensation, training and development on organisational citizenship behaviour

Manenzhe

Ngirande

2021

SA Journal of Industrial Psychology

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Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model

Al-Ajlouni

2020

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PurposeReviewing Human Resource Management (HRM) and innovation literature, an identified gap exists in the mechanism in which the association between HRM and innovation is happen. To respond, the current study has suggested a moderated mediated mechanism to explain the link between HRM, through its new High Performance Work Systems (HPWS) and organisational innovation, as employee engagement mediates the relationship between HPWS and employee creativity. Then later one has subsequent influence on organisational innovation; moreover, the model also considers the moderating role of employee perspective-taking between HPWS and employee engagement.Design/methodology/approachA quantitative-deductive causal method, along with a cross-sectional approach was adopted, and SMEs in Jordan were the focus for the present study, through targeting employees in Research and Development centres. Data were collected through a self-administered questionnaire answered by 272 employees and Structural Equation Modelling using SMART-PLS was used for the statistical analysis.FindingsThe results confirmed that employee engagement fully mediated the relationship between HPWS and employee creativity and accounted for 69.5% of the variance; additionally, perspective-taking as a moderator of the relationship between HPWS and employee engagement was confirmed. Moreover, employee creativity significantly predicted organisational innovation to moderate levels.Originality/valueThe study suggested a unique mechanism for the link between HPWS and organisational innovation, contributing to the suggested gap that could have numerous variables acting as mediators or moderators which require further investigation to explore other possible mechanisms.

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The linkage between high performance work systems on organizational performance, employee voice and employee innovation

Ashiru

Erdil

Oluwajana

2021

JOCM

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PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

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The mediating influence of organisational citizenship behaviour on employee job performance and staff incentive's relationship

Cited by 6 publications

References 0 publications

The influence of compensation, training and development on organisational citizenship behaviour

The influence of compensation, training and development on organisational citizenship behaviour

Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

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