Union influence on change-oriented organizational citizenship behavior: evidence from China

Abstract

PurposeDespite the considerable research into China's industrial relation system, little attention has been focused on what do Chinese unions at the enterprise level do and how their daily work influences employees' work-related outcomes. Drawing on the theory of planned behavior, this paper aims to examine the impact of Chinese enterprise union practices on employees' change-oriented organizational citizenship behavior through the mediating roles of psychological safety, perceived insider status, and role breadth self-efficacy.Design/methodology/approachData were collected from 450 employees at 45 unionized enterprises in China through a three-wave survey. Multilevel analyses were conducted to test the hypothesized effects.FindingsChinese enterprise union practices positively predicted change-oriented organizational citizenship behavior. Critically, psychological safety and role breadth self-efficacy mediated the positive relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.Originality/valueThis study provides new evidence on the effectiveness of Chinese enterprise union practices from a perspective of employees' work-related outcomes. It also enriches the existing literature on antecedents of change-oriented organizational citizenship behavior and provides a “planned” perspective to understand the mechanism that underlies the relationship between Chinese enterprise union practices and change-oriented organizational citizenship behavior.

How does narcissistic leadership influence change-oriented organizational citizenship behavior? Empirical evidence from China

“…Researchers investigating the relationship between narcissism and leadership behavior have found that narcissists-compared to non-narcissists-are more likely to self-promote and selfnominate (Hogan et al 1990) and are more likely to be leaders in general but less likely to communicate effectively with subordinates (de Vries and Miller 1985;Rosenthal and Pittinsky 2006). de Vries and Miller (1985) highlighted narcissistic leadership's duality, noting that some leaders evoke perceptions of strength, authority, and concern, whereas others evoke memories of intimidation, malevolence, and harm.…”

“…Generally, they cannot build long-term, deep relationships with others owing to their arrogance (Paulhus 1998;Rosenthal and Pittinsky 2006). They frequently disregard others' advice, take credit for their successes, blame others for their failures (Hogan et al 1990), and constantly seek validation and superiority Rhodewalt 2001a, 2001b;Rosenthal and Pittinsky 2006). However, narcissistic leaders also have a charming side as they can enhance shortterm staff motivation by exuding confidence and presenting a grand vision (Ouimet 2010).…”

“…Moreover, COCB has been proven to improve the organization's efficiency and competitiveness (Mackenzie et al 2011). Narcissistic leaders emphasize superiority, authority, and control (Maccoby, 2000); are keen to dominate others (Rosenthal and Pittinsky 2006); and frequently deny others' ideas and suggestions (Hogan et al 1990;Huang et al 2020). This can result in employees being reluctant to propose their ideas (Liu et al 2017).…”

“…Meanwhile, narcissists-typically self-assured, expressive, and inclined to exaggerate their strengths-tend to receive higher leadership ratings and are more likely to distinguish themselves and become leaders than non-narcissists (Brunell et al 2008;Gauglitz et al 2023). However, narcissists are extremely egocentric and arrogant, frequently acting for personal benefit, insensitive to others' needs and recommendations, and challenging to form a healthy connection with (Hogan et al 1990;Paulhus 1998). Narcissistic leadership generally precipitates unfavorable organizational outcomes (Ouimet 2010;Rosenthal and Pittinsky 2006), particularly by weakening employees' organizational citizenship behavior (OCB).…”

Antecedents and Consequences of Labor Relations Climate Perception: An Investigation of a Moderated Mediation Model

“…They often seek to establish a cooperative rapport with management to advance the Party state's objective of fostering a harmonious society [27]. According to Hu et al [28], Chinese trade unions engage with management on a frequent and routine basis as an integral facet of their daily operations. These interactions primarily aim to bolster employee resources and motivation, ultimately enhancing the bond between employees and organizations and elevating perceptions of employment quality.…”