Two parallel mechanisms of the relationship between justice perceptions and employees' citizenship behaviour: A comparison of the organizational identification and social exchange perspective

Jiang, Jane Yan; Law, Kenneth S.

doi:10.1080/1359432x.2012.658157

Cited by 39 publications

(39 citation statements)

References 55 publications

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“…In order to shed new light on the LMX-safety behaviour relationship, we draw on and combine two different theoretical perspectives: Social Exchange Theory (Blau, 1964) and Social Identity Theory (Tajfel, 1978;Tajfel and Turner, 1986). From a theoretical perspective, the integration of these is worthwhile because on the one hand they share commonalities in that they both serve as theoretical frameworks describing antecedents of pro-organizational behaviours (Jiang and Law, 2013), whereas on the other hand, while the social exchange perspective explains the motivation for extra-role behaviour as being sourced from the principle of reciprocity (Blau, 1964), the social identity perspective views this as being sourced from a sense of belongingness amongst employees (Ashforth and Mael, 1989). Both perspectives incorporate contextual variables that may influence these relationships, emphasizing that the organizational environment that is more distant from the individual employee than the direct supervisor also shapes how employees engage in patient safety behaviours (Flin and Yule, 2004).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

How does leadership influence incident reporting intention in healthcare? A dual process model of leader–member exchange

Jungbauer

Loewenbrück

Reichmann

et al. 2018

German Journal of Human Resource Management: Zeitschrift für Pe

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Building on social exchange and social identity theory, we examined how leader–member exchange (LMX) influences intention to report incidents in healthcare organizations through two different mechanisms. Using survey data of 15 hospitals in Germany ( N = 480) and multilevel structural equation modelling, we found as expected that LMX positively related to reporting-specific trust and organizational identification of employees. However, only reporting-specific trust but not organizational identification was directly related to incident reporting intention. Furthermore, top management support for patient safety moderated the link between LMX and reporting-specific trust, indicating a compensatory mechanism of top management support for followers with a low-quality leadership relationship. In addition, codification of patient safety regulations moderated the link between organizational identification and incident reporting intention. As expected, the institutionalization of patient safety norms through a strong follow-through of the organization is related to increased reporting only for employees with high organizational identification. Results are discussed in terms of how safety leadership can be enacted at both the supervisory and top management level in order to promote safety behaviour in healthcare organizations.

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Section: Theoretical Backgroundmentioning

confidence: 99%

How does leadership influence incident reporting intention in healthcare? A dual process model of leader–member exchange

Jungbauer

Loewenbrück

Reichmann

et al. 2018

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Perhaps one of the most prominent theoretical underpinnings is social exchange theory (Blau, 1964;Gouldner, 1960). Drawing upon the notion of norms of reciprocity, the social exchange perspective of help-giving asserts that employee motives for giving help can be affected by how much help they have received from co-workers, and/or whether they believe that they will receive help from co-workers in the future (Deckop et al, 2003;Jiang & Law, 2013). It is worth noting that research on help-giving utilizing social exchange theory emphasizes trust: an individual places trust in another individual who is expected to reciprocate in the future (Konovsky & Pugh, 1994).…”

Section: The Social Exchange Perspective Of Help-givingmentioning

confidence: 99%

This is why I have decided to stop helping you: A theoretical model of help‐giving discontinuity in organizations

2019

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Drawing upon conservation of resources (COR) and attribution theories, we develop a help‐giving discontinuity model. From the COR perspective, we theorize that when help‐giving is perceived to be obligation, prevention‐focused self‐regulation is triggered, which induces help‐giving discontinuity to prevent further loss of resources. Additionally, when a low likelihood of receiving reciprocated help is perceived, prevention‐focused self‐regulation is activated, which induces help‐giving discontinuity due to insufficient replenishment of resources. From the attribution perspective, we propose that a co‐worker's lack of effort and recurrence of the same task‐related issue promote dispositional attributions, which result in help‐giving discontinuity. Our model, therefore, provides an important theoretical base for future research investigating why some employees continuously help others while others do not.

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“…Olkkonen and Lipponen (2006) also indicated the predictive positive effects of procedural and distributive justice perception on organizational identification. Furthermore, De Cramer (2005), Jiang and Law (2013), and Lipponen, Olkkonen, and Moilanen (2004) identified the predictive positive effects of employees' procedural justice perception on organizational identification. Çetinkaya and Çimenci's (2014) study also supported previous studies with their findings on the positive predictive effects of procedural and interactional justice perception on organizational identification.…”

Section: Relation Between Organizational Justice Perception Organizamentioning

confidence: 99%

Effects of Teachers’ Organizational Justice Perceptions on Intention to Quit: Mediation Role of Organizational Identification

2015

EDUC SCI-THEOR PRACT

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This research aims to discover the effects of teachers' organizational justice perceptions on intention to quit as well as the mediation role of teachers' organizational identification in this process. Interactions between research variables were measured using structural equation models. The sample used comprised teachers working at primary and secondary public schools in the Çankaya district of Ankara, Turkey. Data were collected through questionnaires completed by 292 teachers who participated voluntarily. Participants were selected according to a random sampling technique. The collected data were analyzed using linear regression and multiple correlation analyses. The findings indicate significant relationships between all research variables. Teachers' procedural, distributive, interpersonal, and informational justice perceptions have a positive predictive effect on organizational identification. Distributive and interpersonal justice perceptions coupled with organizational identification have a negative predictive effect on teachers' intention to quit. Organizational identification fully mediates the predictive effect of distributive justice perception on intention to quit; however, it partially mediates the predictive effect of interpersonal justice perception on intention to quit.

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Two parallel mechanisms of the relationship between justice perceptions and employees' citizenship behaviour: A comparison of the organizational identification and social exchange perspective

Cited by 39 publications

References 55 publications

How does leadership influence incident reporting intention in healthcare? A dual process model of leader–member exchange

How does leadership influence incident reporting intention in healthcare? A dual process model of leader–member exchange

This is why I have decided to stop helping you: A theoretical model of help‐giving discontinuity in organizations

Effects of Teachers’ Organizational Justice Perceptions on Intention to Quit: Mediation Role of Organizational Identification

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