The role of organizational citizenship behaviour and rewards in strategy effectiveness

Thomas, Lisa; Ambrosini, Véronique; Hughes, Paul

doi:10.1080/09585192.2017.1391312

Cited by 15 publications

(18 citation statements)

References 112 publications

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“…Therefore, highlighting employee perspective in the unique and dynamic working environment of new ventures would be a contribution in the field of HR and entrepreneurship literature. Furthermore, past evidence suggests that substantial research works have been done on rewards and its consequences in context of large organizations (Thomas et al, 2017) with little focus on young firms. The compensation models developed in the context of large firms are not 256 EBHRM 6,3 necessarily applicable to young firms (Bau and Dowling, 2007).…”

Section: Need and Rationale Of The Studymentioning

confidence: 99%

Total rewards components and work happiness in new ventures

Gulyani

Sharma

2018

EBHRM

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Purpose The purpose of this paper is to examine the influence of total rewards components (monetary, material and non-monetary) on happiness of employees working in Indian technology-based new ventures. Further, with the theoretical lens of social exchange theory, the mediating role of work engagement between total rewards perceptions and work happiness relationship has also been evaluated. Design/methodology/approach A survey of 201 employees working in Indian technology-based new ventures was conducted. Structural equation modeling was utilized to measure the proposed theoretical model. Regression analysis was conducted to test the direct effects of the hypothesized relationships. Sobel test and bootstrapping analysis were utilized to test the indirect effects of the proposed hypothesized relationship. Findings The findings supported the hypotheses that employees’ perceptions of total rewards have a significant impact on employee work engagement and happiness at work. However, individual component of total rewards, i.e. monetary rewards, demonstrated an insignificant impact on the employee work happiness. Work engagement was positively related to work happiness and fully mediated the relationship between total rewards perceptions and work happiness. Practical implications Special attention should be given to enhance the material and non-monetary rewards, specifically strengthening the feeling of appreciation, learning and growth opportunities and improving feedback functions. Given the challenges of new ventures (productivity and efficiency of talent), management of total rewards mix should be considered as the main concern of human resource (HR) managers and management (founders). The paper also provides important implications for designing a reward system that enhances employee productivity and efficiency in the unstructured and ambiguous work environment of new ventures. Originality/value The present study has significant contributions to the HR, entrepreneurship and positive psychology literature. It is an attempt to understand the association between total rewards components and work happiness via mediating mechanism, i.e. work engagement in new ventures. It also extends research in the entrepreneurial context. The emergence and growth of new ventures in India has meant a growing importance for understanding employees’ needs and expectations and guaranteeing their happiness. The findings of the study contribute to social exchange theory, Vroom’s expectancy and self-determination theory. This research is also a rare investigation of employees’ perspectives in an entrepreneurial context.

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Section: Need and Rationale Of The Studymentioning

confidence: 99%

Total rewards components and work happiness in new ventures

Gulyani

Sharma

2018

EBHRM

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“…We draw on social exchange theory which postulates that social exchange encompasses give and take processes between two parties involved in mutual responsibilities. According to the given empirical shreds of evidence, researchers believe that OCB and job performance are the most significant obligations of employees having an ultimate influence on organizational effectiveness (Thomas, Ambrosini & Hughes, 2019). Work engagement is related to organizational goals accomplishments and performance (Schneider et al, 2018).…”

Section: Supporting Theorymentioning

confidence: 99%

Investigating the Impact of Performance Appraisal Justice on Job Performance and Ocb of Employees: Path Through Work Engagement

Jabeen

Khan

Ellahi

et al. 2021

HSSR

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Purpose of the study: The study intends to find the interaction of Performance Appraisal Justice (PAJ) and work engagement (WE) to predict employee job performance (JP) and organizational citizenship behaviour (OCB) under the umbrella of fairness heuristic theory (JHT) and social exchange theory (SET). Methodology: Hypotheses testing was done using linear regression data on the data set of 325 respondents. The results are significant and indicated that Justice in the performance appraisal system is positively related to employee outcomes (OCB and job performance) with mediating effect of work engagement. Main Findings: Interaction between exogenous, endogenous, and intervening variables suggests that there is a positive relationship between PAJ and WE and WE mediate the relationship between PAJ and OCB and PAJ JP. In the organizational setting of Pakistan, this study addresses PAJ and its important outcomes which are beneficial for the organization’s effective outcomes. Applications of this study: This study throws light on the management, organizational, and administrative sciences literature, especially the human resource, organizations, and industrial behavior perspective. Administrators and human resource managers can apply the findings of this study. The study can be applied to both the public and private sectors. Originality/Novelty: Pakistani organizations have high collectivism, uncertainty avoidance and power distance, centralization, bureaucracy, and authority in organizations. Therefore, this study has proved some prominent outcomes as compared to countries with a more constant climate. The study sheds light on very important aspects of workplace behavior such as justice, work engagement, OCB, and performance with a particular focus on developing countries.

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“…Organizational citizenship behavior contributes to the individual beyond the role of the employee in the office and is voluntary (Bateman & Organ, 1983;Thomas, Ambrosini, & Hughes, 2019). The organizational citizenship behavior consists of the behavior that supports others, voluntarily doing extra jobs, obey the rules, and the office procedure.…”

Section: Literature Reviewmentioning

confidence: 99%

How Work Satisfaction and Organization Climate Influence Organizational Citizenship Behaviour

Nugroho¹,

Nurulita²,

Sihite

2020

MIX

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The research explores the influence of job satisfaction and organizational climate on organizational citizenship behavior. The object of this research are employees at PT.CCM. The research conducted to 60 respondents by delivering a questionnaire. The data analysis conducted with multiple linear regression tests. The result of this research shows that there is a partially and simultaneously correlation between job satisfaction and organizational climate toward organizational citizenship behavior.

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The role of organizational citizenship behaviour and rewards in strategy effectiveness

Cited by 15 publications

References 112 publications

Total rewards components and work happiness in new ventures

Total rewards components and work happiness in new ventures

Investigating the Impact of Performance Appraisal Justice on Job Performance and Ocb of Employees: Path Through Work Engagement

How Work Satisfaction and Organization Climate Influence Organizational Citizenship Behaviour

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