The purpose of the current study was to investigate the influence that academic major advisors and informal mentors can have on an individual's identification with a professional organization and their ensuing level of involvement in that professional organization. The present study is unique in that it is among the few to examine mentoring and OCBs in the context of a voluntary professional organization. Participants were 309 individuals with a doctoral degree who are members of the Society for Industrial and Organizational Psychology (SIOP), a large professional organization with 7,847 total members (in 2011). The specific type of OCB investigated in this study was voluntary service as a member of committees within the professional organization. Results indicated that individuals' identification with a particular professional organization was stronger if their academic advisor had engaged in greater OCBs within the organization (i.e., chaired a greater number of committees) and if they had one or more informal mentors who were also members of the same professional organization. Those with a greater number of informal mentors in addition to their academic mentor engaged in greater OCBs within the organization (i.e., participated as a member of more committees). Finally, those reporting at least one informal mentor in addition to their academic advisor engaged in greater OCBs within the organization if their informal mentors had engaged in a greater number of OCBs and when those multiple mentors were more balanced with regard to their to their professional setting (i.e., academia or practitioner). Implications for theory and practice will be discussed.

No description available.

In a time when technology is an integral part of life, virtual workplaces are becoming more of a staple in organizations and will likely continue to do so as technology use increases (Cascio, 2000). Due to the rise in virtual workplaces, employees are interacting face-to-face less, and organizations are requiring more from them. Employees must perform behaviors that are outside of their formal job description. These positive behaviors are considered to be organizational citizenship behaviors (OCBs), which are employee behaviors that promote organizational effectiveness that are not part of an employee’s formal job description and are therefore not formally recognized by the organization’s reward system (Organ 1988, 1997). No research to date has examined whether employees can engage in OCBs through a virtual medium. This study worked to develop a model for assessing virtual OCBs using a four-factor traditional face-to-face measure as a starting point. Items were generated, categorized, and then analyzed using a confirmatory factor analysis. A three-factor model demonstrated the best fit, but because the items in the fourth factor demonstrated content validity, recommendations regarding model revisions are provided.

The quality of questionnaire data hinges on participants’ willingness to provide careful responses. Some research participants, unfortunately, respond after only skimming the contents of a given study questionnaire. In more extreme cases, participants may respond without reading the questionnaire content at all. This symposium examines recent advances in careless responding research

According to the report, in the year 2008 there are more than 14,000 Employees' Welfare Committees, which proves Employees' Welfare Committee plays an important role between the employers and the employees in Taiwan . Therefore, in this study, we will try to compare two groups of people (participant and non-participant) to differentiate the differences in PSS (perceived supervisor support) , POS ( perceived organizational support) and OCBs ( organizational citizenship behavior ). Besides, we will also exanimate the composition of Employees' Welfare Committee to see if the people who have participated in Employees' Welfare Committee will trigger higher POS or PSS, and with a higher PSS or POS. Employees will be more motivated in their job performance and will work beyond the responsibilities given . This survey shows that the differences in PSS and POS between the two groups are not significant, however, the participated group in one dimension of OCBs ¢w Organizational Identification is significant. The further analysis shows that the number of members, the way of election, the welfares offered by the committee will have positive relationships with PSS and POS by assigning the HR to the committee. What¡¦s more, if the organizations can make good use of these components to let their employees perceive and understand how their organizations or supervisors put efforts on them when they participate in the Welfare Committee. Furthermore to influence employees to exhibit behavior which is not explicitly recognized by formal reward system but expected to be positively related to measures of organizational effects.

No description available.

This study employed an experimental design intended to be an analog to the workplace to simultaneously examine the affect orientation and equity theory explanations of OCBs, which were evaluated as prosocial behaviors. Participants were 188 undergraduates. Participants' dispositional variables were measured at time 1, and at time 2, participants experienced an equity manipulation and were given the opportunity to perform prosocial behaviors. Results indicated a distinction between the decision to help and helping effort, which has not been thoroughly examined in literature on OCBs. Results revealed that the threshold for the decision to help was raised by inequity, yet once the decision had been made, affect and personality variables affected effort of helping. Implications for research and practice are discussed. / Master of Science

This study employed an experimental design intended to be an analog to the workplace to examine a person by situation interactive effect on OCBs, which were evaluated as prosocial behaviors. This study also sought to provide initial empirical support for the two-stage social cognitive model of OCBs proposed by Hauenstein and Kalanick (2008). Participants were 194 undergraduates. The study was a 2 (Helpfulness) by 2 (Fairness) design. After completing distracter tasks 1 and 2, participants received either a helpfulness prime or a control prime (task 3). Participants then either experienced either a fair manipulation or an unfair manipulation. Results indicated a distinction between the decision to help and helping effort, which has not been thoroughly examined in literature on OCBs. Results revealed main effects for the helpfulness prime and fairness manipulation on the decision to engage in helping. The nature of these effects was that participants helped more when they were primed with helpfulness and when they experienced fairness. However, once helping commenced, there was an interactive effect between helpfulness and fairness such that the helpfulness prime had a stronger effect on participants treated unfairly. Implications for future research on OCBs are discussed. / Ph. D.