Organizational citizenship behavior (OCB) has been an important and growing area of research for past two decades. Numerous empirical research have identified consequences and antecedents of this extra

Many free enterprises in the world, regardless the size of these businesses, have encountering the globally affected financial crises in the twenty-first century. Especially the enterprises in Taiwan, they are affected not only by international incidents but also by natural plagues such as 921 earthquake and SARS. Therefore, some members in these enterprises, for pursuing their own personal goals, acquiring self-advantages or authorities, meditate the ¡§political action¡¨ that may interfere other member¡¦s working attitude as well as their job performance. The purpose of this project was to assemble the documents about ¡§perceptions of organizational politics¡¨ from several scholars and professors. To accomplish the purpose, a review of collected information from the thirty selected organizations such as both public and private hospitals, government offices, banks, high-tech industry, manufactures was conducted. Additionally, Kacmar¡¦s (1992) 31 Assessment Sheet and Carlson (1997) 15 Assessment Sheet were applied to understand and study the connection among the employee¡¦s ¡§organizational politics perceptions¡¨, job satisfaction, job involvement, the pressure from work, the intention of demission, organizational commitment, and organization citizenship behavior in the enterprises. The result of the research are as followings: Three subscales were obtained from the ¡§Organizational Politics perceptions Sheet¡¨: 1.Political behavior between supervisors and co-workers 2.Go along to get ahead 3.The interval between policy and practice The affect of the outcomes of organizational politics perceptions. 1.Partially existence: dimensionality of organizational politics perceptions influences job satisfaction. 2.Partially existence: dimensionality of organizational politics perceptions influences job involvement. 3.Existence: dimensionality of organizational politics perceptions influences work pressure. 4.Partially existence: dimensionality of organizational politics perceptions influences demission intention. 5.Partially existence: dimensionality of organizational politics perceptions influences organizational commitment. 6.Partially existence: dimensionality of organizational politics perceptions influences organization citizenship behavior. Key words: perceptions of organizational politics, job satisfaction, job involvement, pressure from work, intention of demission, organizational commitment, organization citizenship behavior

Proactive organizational behavior is characterized by self-started and long-term oriented activities involving forward thinking and the intention to effect change in one's work environment. The primary objective of this research was to investigate relationships of supervisory behaviors with subordinates' personal initiative, voice behavior, and proactive service performance and to reveal moderators and mediators of these associations. Whereas personal initiative represents a wide range of proactive behaviors, voice behavior specifically reflects challenging and constructive forms of change-oriented communication. Drawing on the proactivity, service, and performance literatures, the proactive service performance construct was newly conceptualized as self-started and long-term oriented service behavior exceeding prescribed requirements.Twelve hypotheses were developed based on the implications of several leadership, performance, and motivation theories as well as previous empirical studies. Data from 229 supervisor-subordinate dyads were collected in a large financial services organization across three lines of business and ten U.S. states. Confirmatory factor analyses demonstrated that proactive service performance, voice behavior, and task performance were distinguishable performance dimensions. Participative leadership related positively and active-corrective transactional leadership negatively to supervisor ratings of subordinate proactivity. Transformational leadership was positively associated with personal initiative, proactive service performance, and task performance. In hierarchical regression analyses, the block of leadership variables explained significant increments in the variance of all criteria, after several control, subordinate, and task variables were accounted for.Moderated hierarchical regressions revealed that transformational leadership positively predicted voice only when combined with high participation or low levels of co rrective leadership. Similarly, transformational leadership was more strongly and positively associated with initiative when corrective leadership was low. Participative leadership more strongly and positively related to voice for action-oriented subordinates low in hesitation and to all proactivity criteria for subordinates low in affective organizational commitment. Mediated regression analyses as well as structural equation modelling identified trust in leadership as a mediator of most of the relationships between the leadership predictors and the proactivity criteria. The discussion focuses on practical implications for leadership development, conceptual implications for the distinction between task performance and proactivity, and directions for future research on the antecedents and consequences of proactive behavior.

Denna undersökning söker nå förståelse för lojalitet i förhållande till arbetsplatsen när man jämför Generation Y med Baby Boomers. Tidigare forskning visar att lojalitet är ett multidimensionellt begrepp som kan ha olika riktningar och att flera faktorer har ett samband med lojalitet. Tidigare forskning kring generationsskillnader och lojalitet är begränsad men många studier tyder på att Generation Y är mindre lojala än Baby Boomers. Undersökningen är gjord på Veolia Transport och bygger på djupintervjuer med fyra Baby Boomers tunneltågförare och tre från Generation Y. I resultatet framkom trivsel, motivation, bild av företaget, ledarskapet och organisationskultur som viktiga faktorer för lojalitet, och undersökningsdeltagarna från Generation Y tenderade att vara mindre lojala, ha kortare tidsperspektiv på sin anställning och ett mer individualiserat förhållningssätt till lojalitet än de från Baby Boomers. I diskussionsdelen analyseras och diskuteras resultaten, vad de innebär, vad de kan bero på och undersökningens svagheter. Slutligen presenteras praktiska implikationer för arbetsgivare.

China is growing as an economic power leading to more and more foreign organizations taking the opportunity of its future potential and hence opening up their subsidies there. Companies nowadays, have several options when it comes to what type of workforce they should recruit. Self-Initiated Expatriates (SIEs) are a growing group in the international workforce who goes to work in another country on their own initiative as compared to the traditional expatriates that are sent by companies. Our literature research indicated that SIEs are perceived as a group of people who lack organizational commitment and tend to switch jobs often, which makes organizations reluctant to employ and invest in them.Inspired by this, we have a performed a study, which investigated SIEs’ experiences in China. The purpose of the study was to develop recommendations for organizations on how to better leverage SIEs as human resource. To fulfill the purpose of our thesis, we conducted a qualitative study, where we interviewed ten Westerners who currently had a job or previously had been employed in China. Our empirical findings revealed that SIEs perceive themselves as developing better cross-cultural skills and improving their language proficiency more than traditional expatriates as well as being much cheaper to employ. They do however need challenges, freedom and career development possibilities in order to stay satisfied. The failure to provide these from the company side results in them quitting their job or if the costs of quitting are too high, they stay on but performing only what they absolutely have to. As for the existing definitions, we found that a definition that only includes individuals with clear plans of return is not suitable since some SIEs have a “for now” mindset and only considering SIEs who intend to leave in the near future might lead to an overrepresentation of “failed” SIEs in the population. A more suitable definition should allow for less definite plans for staying in the host country.

Tyrimo tikslas – įvertinti vyresnio amžiaus darbuotojų suvokiamą organizacinį teisingumą ir organizacinį įsipareigojimą, atsižvelgiant į darbuotojų stažą, bei nustatyti vyresnių darbuotojų suvokiamo organizacinio teisingumo ir įsipareigojimo organizacijai ryšį. Tyrime dalyvavo 285 vyresnio amžiaus Lietuvos privačių gamybinių įmonių darbuotojai. Darbuotojų amžius pasiskirstė nuo 45 iki 70 metų. Amžiaus vidurkis – 53 metai. 45% tiriamųjų – moterys, 55% tiriamųjų - vyrai. 219 tiriamųjų dirba nevadovaujančio pobūdžio darbą, o 62 - vadovaujančio pobūdžio darbą. Organizaciniam įsipareigojimui matuoti naudota N. J. Allen ir J. P. Meyer (2003) organizacinio įsipareigojimo klausimyno patikslinta versija. Suvokiamam organizaciniam teisingumui matuoti naudota R. Hodson, S. Creighton, C. S. Jamison, C. S. Rieble ir S. Welsh (1994) suvokiamo organizacinio neteisingumo skalė. Tyrimo rezultatai parodė, kad vyresnio amžiaus darbuotojai, turintys didelį darbo stažą, pasižymi stipresniu organizaciniu įsipareigojimu, nei turinys mažą darbo stažą. Vyresni darbuotojai, atsižvelgiant į jų darbo stažą pareigose, organizacijoje ir bendrą darbo stažą, pasižymi stipriausiu emociniu ir silpniausiu normatyviniu įsipareigojimu. Vyresni darbuotojai, turintys didesnį darbo stažą organizacijoje, pasižymi silpnesniu suvokiamu organizaciniu teisingumu, nei turintys mažesnį darbo stažą organizacijoje. Vyresnių darbuotojų, turinčių mažą darbo stažą organizacijoje, vidutinį darbo stažą pareigose ir... [toliau žr. visą tekstą] / The aim of the study was to assess older employees’ perceived organizational justice and organizational commitment considering tenure and determine links among them. The subjects of the study were 285 older Lithuanian employees from private industrial organizations. Age of employees varied between 45 and 70 (mean age was 53 years). 45 percent of them were woman, 55 percent were man. 219 respondents work managerial type of job. Organizational commitment scale by N. J. Allen ir J. P. Meyer (2003) was used to measure organizational commitment. Perceived organizational justice was measured using R. Hodson, S. Creighton, C. S. Jamison, C. S. Rieble ir S. Welsh (1994) perceived organizational injustice scale. The results of the study showed that older employees with longer work tenure are strongly committed to the organization than employees with less tenure. Older employees have the strongest emotional commitment and weakest normative commitment depending on their work tenure. Older employees with longer work tenure in organization have a weakest perceived organizational justice, than employees with less tenure. Weak organizational perceived justice reduced organizational commitment older workers with fewer years of work tenure in the organization and medium work time tenure in the position and in the organization. Perceived organizational justice strongest influences the organizational commitment and continuous commitment to reduction in the rate of older employees with fewer... [to full text]

In the present study, the attitudinal differences between the public and private school teachers in Albania were investigated. The attitudinal variables were: job satisfaction, job involvement, organizational commitment, and one behavioral intention: turnover intention. Data was gathered from totally 429 teachers working in public (N = 254) and private (N = 175) schools in Albania, in high and secondary schools. Of them, 73% were females (N = 315) and 27% were males (N = 114). The sample mean age was found to be 39 and it varied from 22 to 63 years. Results supported only the hypothesis that stated that the private school teachers are more satisfied with their jobs as compared to their colleagues working in the public sector. Although the hypothesis regarding job involvement and organizational commitment were not supported, it was found that there were significant differences between the teachers working in the public and private schools, with respect to these variables. In the last hypothesis, significant difference was expected for the turnover intention between the public and private sector teachers, however this hypothesis was not supported also. The results are discussed along with the limitations of the study and suggestions for future research.

This study took place in a recently merged Turkish bank. Two hundred and thirty seven employees from both Ankara and istanbul participated in the study, which was designed as a cross sectional survey. The results indicated that the model proposing the mediating effect of post-merger organizational identification together with perceived attractiveness of the merger partner on the relationship between merger-induced changes in organizational benefits and commitment to post-merger organization was supported. The results also indicated that members of the acquiring bank had more favourable attitudes in terms of identification and commitment to the post-merger organization and perceive the changes in organizational benefits more favorably after controlling for the total tenure. Members of the acquired bank, on the other hand, were found to be more identified with their pre-merger organization. The results further revealed that those employees perceiving mode of acculturation as integration exhibited the most favourable post-merger attitudes whereas separation produced the least favourable outcomes. Moreover, participants generally interpreted deculturation as conceptually closer to integration. Hence, those employees who perceived the acculturation mode as deculturation produced responses similar to those of integration. Lastly, assimilation brought about less favourable outcomes than anticipated. The major contributions of this thesis are (1) integrating social identity and acculturation literatures and applying them to an M&amp / A context, (2) comparing two competing conceptual models in the literature, and (3) testing hypotheses in real life setting.

The main purpose of the present study was to examine the leadership styles of Turkish middle-level managers and leadership prototypes of Turkish employees in terms of task-oriented and people-oriented behaviours. The secondary purpose was to investigate the effects of incongruence between actual and ideal manager perceptions on three important work outcomes: performance (task and contextual performance), job satisfaction, and organizational commitment (affective, continuance, and normative commitment). A total of 320 people working in a wide range of organizations (71 managers and 239 employees) filled out the questionnaire. Employees rated their actual managers&rsquo / leadership style and also their ideal manager&rsquo / s leadership style (i.e., leader prototype) in the same questionnaire, while the managers rated their own leadership style as well as their leadership style as perceived by their subordinates. Additionally, supervisory-rated performance and self-rated job satisfaction and organizational commitment levels of employees were obtained. Results indicated that self-reported leadership styles of Turkish managers were consisting of more people-oriented behaviours than task-oriented behaviours. On the contrary, employees perceived their managers as being more task-oriented than people-oriented. Ideal leadership style for the employees were comprised of higher levels of both task- and people-oriented behaviours than their actual managers. Incongruence between the actual and ideal manager perceptions of employees predicted job satisfaction levels of the employees only. The results are discussed together with the implications, strengths and limitations of the study. Some suggestions for future research are made.

This study examines the relationship between personal values, perceived organisational values and organisational commiunent. The study builds on the work of Finegan (2000). It is argued that the greater the congruence between a person's personal values and the perceived organisational values of the employing organisation, the greater would be their commitment to that organization. This study examines this issue in a school context, examining the teachers' values and their perceptions of their schools' values. As part of the study a survey was administered to a sample of teachers at eight schools that represented the three main streams within the Australian education system; namely Government schools, independent Christian schools and Catholic schools. In this case, personal values and perceived organisational values were measured using Schwartz's (1991) Values Scale and their congruence was calculated using Savery's (Savery, 1993. 1983, 1981) approach. Commitment was measured using Meyer and Allen's (1990) Organisational Commitment Scale. Perceived organisational support and professional commitment were also measured through Eisenberg's (1986) and Blau's (1985b) scales. The study suggests that teachers' backgrounds have little impact on commitment. It further suggests that personal values have only a minimal effect on continuance conunitrnent, although they have a stronger relationship with affective commitment. While congruence between the two types of values do impact on affective commitment, teachers' perceptions of their organisations' values (irrespective of their own values) are stronger predictors of commitment. Personal values are also shown to affect professional commitment. Although the major focus of the study is to explore the relationship between values congruence and organisational commitment, the results suggest that the most significant predictors of affective organisational commitment are perceived organisational support and teachers' perceptions of organisational values.