This study examined individual differences as precursors to engagement, then assessed whether engagement was a mechanism through which the personality variables led to organizational outcomes. Specifically, this study assessed how the relationships between select personality dimensions and citizenship behavior (OCB), both individual (OCB-I) and organizational (OCB-O), were mediated by work engagement using two distinct measures. Undergraduate working students at Florida International University completed surveys that measured their personalities, levels of work engagement, and citizenship behaviors in the work setting. Correlations and multiple regressions were used to assess the relationships between variables. Results confirmed several of the hypotheses, including the effects of personality on engagement and engagement on OCB. Select hypotheses involving mediation were supported, of which further support was found for the UWES measure over the MBI-GS. Results from a coworker sample contribute to the literature by complementing these results linking personality, work engagement, and OCB.

This study develops a theoretical framework to examine the major dimensions of transformational leadership style (TLS), public service motivation (PSM), organizational citizenship behavior (OCB), and public organization performance (POP). It is hypothesized that when employees perceived a public organization is practicing a transformational leadership style, they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB. At the same time, if employees have a strong desire to serve and improve the welfare of others, they are likely to perform beyond their job requirements and thus, likely to express a positive view on the organizational performance. A structural equation modeling was used to examine 1,016 public employees (67.7% response rate) in the Guadalajara metropolitan area, Mexico i.e., concerning their perceptions about leadership style, motivation to serve in the public sector, citizenship behaviors, and public organizational performance. The results suggest that if Mexican public employees perceived their leaders to adopt a transformational leadership style, they were likely to have a favorable view on the performance of their organization (direct effect); and that, the effect is mediated by their tendency to engage in activities that would contribute to the functioning of the organization without expecting any kinds of reward (indirect effect). In addition, if employees have a strong motivation to serve in the public sector, they are also likely to have a favorable view on the performance of the organization; and that, the positive effect is mediated by their tendency to act for the goodness of other employees and organizations without expecting some form of reward (indirect effect). A multi-group analysis, based on the hypothesized model, revealed the associations varied across three groups: difference between male and female, places of employment within the public sector (i.e., local or state government), and job descriptions or major tasks performed by employees in an organization (i.e., services oriented or administrative role).

One issue that has been neglected and is gaining currency in the organizational citizenship behavior (OCB) literature is the extent to which individuals consider OCB to be part of the job (OCB role definition). A recent meta-analytic review reveals that employees are more likely to perform OCB when they define OCB as in-role rather than as extra-role. However, little attention has been paid to the influences of organizational practices on employee OCB role definition. This neglect is of particular relevance because researchers have argued that how employees view their role obligations are likely to be subject to some purposeful organizational practices. Thus, this paper focuses on the effects of high-performance work systems (HPWS) on employee OCB role definition. This paper adopts multiple theoretical perspectives (e.g., social exchange, organizational identification, ability-motivation-opportunity, and trust) to understand how, why, and when HPWS cause employees to expand their job requirements to include OCBs like helping and voice. Using a multisource data collected at 4 waves from 208 supervisor-employee dyads in Taiwan, I examined the following: (a) the direct effect of employee-experienced HPWS on employee helping and voice role definitions, (b) the mediating roles of employee helping and voice role definitions in the employee-experienced HPWS and actual employee helping and voice relationships, (c) the mediating roles of employee social exchange and organizational identification perceptions toward the organization, as well as employee efficacy, instrumentality, and autonomy perceptions toward helping and voice in the relationships between employee-experienced HPWS and OCB role definitions, (d) the direct effect of employee trust in supervisor on employee helping and voice role definitions, and (e) the moderating role of employee trust in supervisor in the relationships between employee-experienced HPWS and employee helping and voice role definitions. The results confirm the direct effects of employee-experienced HPWS and trust in supervisor, the mediating effects of employee helping and voice role definition, and employee efficacy, instrumentality, and autonomy perceptions toward helping and voice, as well as the moderating effects of employee trust in supervisor, such that employee trust in supervisor strengthened the effects of employee-experienced HPWS on employee helping and voice role definitions when trust in supervisor was high than when it was low. Implications for research and practice are discussed. / Dissertation / Doctor of Philosophy (PhD)

Under lång tid har forskningen fokuserat på hur ledarskapet kan utvecklas och bidra till en effektiv organisation. På senare tid har forskningen börjat belysa även medarbetarens roll i verksamheten. Dock sker denna forskning ur ledarens perspektiv och medarbetarnas perspektiv saknas till stor del. Syftet med detta examensarbete var att genom kvalitativa intervjuer kartlägga upplevelsen av psykologiskt empowerment och förstå hur det kan ses som en del i medarbetarskapet bland ledare och medarbetare, ur ett medarbetarperspektiv. Psykologiskt empowerment berör den anställdes upplevelse av att kunna påverka sin arbetsroll, utföra ett meningsfullt arbete och påverka viktiga beslut. Genom att analysera denna upplevelse kan styrkor och utvecklingsmöjligheter identifieras i medarbetarskapet och ligga till grund för ett vidare utvecklingsarbete. Studien genomfördes på utvalda butiker inom Systembolaget i Västerbottens län. Det som framkom i studien är att det saknas en samsyn gällande medarbetarskapets innebörd. Skillnaden som identifierats är att medarbetarna saknar en arbetsgivaraspekt sett till definitionen av medarbetarskap, något som cheferna framhåller som en viktig del. Arbetsgivaraspekten rör det ansvar som medarbetaren har gentemot arbetsgivaren i och med en anställning. Utifrån de fyra faktorerna i psykologiskt empowerment: kompetens, självbestämmande, påverkan och meningsfullhet, framgår att kompetens och meningsfullhet är de faktorer som är väl genomarbetade inom Systembolaget. Gällande självbestämmande och påverkan finns utvecklingspotential. Utifrån studien kunde följande konstateras; viljan att dela med sig av makt finns hos ledarna, dock är viljan till att ta emot denna tudelad hos medarbetarna. Viljan hos båda parter bör finnas för att skapa förutsättningar för psykologiskt empowerment. Vidare konstateras att en gemensam syn på medarbetarskapets innebörd där förväntningar tydliggörs kan komma att skapa en positiv spiraleffekt för psykologiskt empowerment och medarbetarskap.

This thesis is to study the relationship among transformational leadership, organizational commitment and organizational citizenship behavior within team levels and cross-levels. The analysis demonstrated in this thesis is based on 305 questionnaires collected from 63 leaders and 242 questionnaires from team members. The conclusions are listed as following. 1. The relationship between transformational leadership and organizational commitment (1) Transformational leadership positively impacts organizational commitment. (2) If the team members feel the inspiration from leaders, it will positively impact team members¡¦ value commitment; if they feel leaders¡¦ Idealized Influence, they will be positively impacted in retention commitment. (3) Transformational leadership is not the key factor of influencing team members¡¦ organizational commitment. 2. The relationship between transformational leadership and organizational citizenship behavior (1) If the leaders enhance their transformational leadership, it will be helpful of strengthening team members¡¦ OCB in the aspects of identification with the company, interpersonal harmony, civic virtue, conscientiousness and altruism. (2) In cross level, transformational leadership does effect the correlation to interpersonal harmony.

Abstract It is widely acknowledged that employees with positive attitudes towards their leaders and working environment can contribute to significant organizational outcomes; which can include customer satisfaction, loyalty, and increased profits. Employee’s service-oriented behaviour has been extensively proposed in literature as the result of a multiple set of organizational variables. However, limited empirical research has explored the links between the behaviour and attitudes of front line employees that lead to constructive service. Based on a sample of 4,220 employees from a well-known Canadian charter bank, this study empirically examined the relationships between rewards and recognition, perceived organizational support (POS), and leader-member exchange (LMX) and its effect on employee’s service oriented organizational citizenship behaviours (COBs). In addition, a theoretical analysis of the relationship between service oriented behaviour, customer satisfaction, and increased company performance explains the importance of empirically investigating the observed relationships. The results provided support for the claim that perceived organizational support and leader-member exchange mediate the relationship between rewards and recognition and service-oriented organizational citizenship behaviours (service COB, loyalty COB, and participation COB) when different sources of rewards and recognition are in effect (e.g.., from manger, non-manager, and understanding of system). This study is relevant to the management of service industries that depend on front-line employees to deliver quality service, and to clarify the environmental and situational aspects that influence employee’s service behaviours. These factors are crucial in face-to-face interactions which can result in business profit or loses.

Abstract It is widely acknowledged that employees with positive attitudes towards their leaders and working environment can contribute to significant organizational outcomes; which can include customer satisfaction, loyalty, and increased profits. Employee’s service-oriented behaviour has been extensively proposed in literature as the result of a multiple set of organizational variables. However, limited empirical research has explored the links between the behaviour and attitudes of front line employees that lead to constructive service. Based on a sample of 4,220 employees from a well-known Canadian charter bank, this study empirically examined the relationships between rewards and recognition, perceived organizational support (POS), and leader-member exchange (LMX) and its effect on employee’s service oriented organizational citizenship behaviours (COBs). In addition, a theoretical analysis of the relationship between service oriented behaviour, customer satisfaction, and increased company performance explains the importance of empirically investigating the observed relationships. The results provided support for the claim that perceived organizational support and leader-member exchange mediate the relationship between rewards and recognition and service-oriented organizational citizenship behaviours (service COB, loyalty COB, and participation COB) when different sources of rewards and recognition are in effect (e.g.., from manger, non-manager, and understanding of system). This study is relevant to the management of service industries that depend on front-line employees to deliver quality service, and to clarify the environmental and situational aspects that influence employee’s service behaviours. These factors are crucial in face-to-face interactions which can result in business profit or loses.

The perceptions of organizational politics and organizational citizenship behavior are neither regulated nor indentified in any organization. But, they are exactly existed in organization. This study is based on the revise model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics and the organizational citizenship behavior. Furthermore, we investigate the indirect effect between the perceptions of organizational politics and the subordinates of organizational citizenship behavior. This study used the scales of 35 items collected by Dr. Chin-ming Ho and the other members of the last research team of POP in 2008. The research is based on the revision model of POP and questionnaire survey. The sample consisted of 1,890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The method, path analysis with latent variables of the structural equation modeling (SEM) is used to measure the relationship among the constructs. The major result of this study is as following: 1. The perceptions of organizational politics have negative effect on the organizational citizenship behavior. 2. The perceptions of organizational politics have negative effect on the altruism toward colleagues 3. The perceptions of organizational politics have negative effect on the conscientiousness 4. The perceptions of organizational politics have negative effect on the identification with company 5. The perceptions of organizational politics have negative effect on the interpersonal harmony 6. The perceptions of organizational politics have negative effect on the protecting company resources

With the trend of financial business integration, the life insurance companies face keen market competition. They are forced to develop multiple channels since the agency channel which was the main distribution channel can not stay competitive in the market. In 2009, 63.15% of first-year premium collections on life insurance products come from the bancassurance channel and 33.85% are from the agency channel. However, life insurance products are intangible and agents play significant roles during service delivery in order to meet various customers¡¦ need. This is why most life companies still choose to strengthen the agency channel. Thus, it merits a better attention to probe into the relationships between life companies and their agents. The study is conducted by the questionnaire survey on F Life Insurance Company. Throughout interviewing 509 agents and 200 customers, the datum of the research is made by reliability analysis, descriptive analysis, Pearson correlation analysis, independent sample t-test, ANOVA, and multiple regression analysis to verify the identity degrees of the interviewees on the organizational commitment, the professional commitment, the organizational citizenship behavior, and the service quality. Following are the major findings: 1. Each one of the organizational commitment, the professional commitment, and the organizational citizenship behavior are statistically significant and positive correlated to the service quality. Among them, the organizational citizenship behavior is with the strongest influence on the service quality, then the professional commitment second, and the organizational commitment last. 2. Among the sub-dimensions, the continuance commitment in the organizational commitment explains most the variations of the service quality. Also, the professional involvement in the professional commitment explains most the one. And, the participation in the organizational citizenship behavior explains the most the one and then the service delivery. It means that the professional involvement and the participation of the agents are with significant effects on the service quality. 3. The variations in the identity degrees of the service quality of the agents and the customers are significantly different. 4. The variations in the identity degrees of the organizational commitment of the different agency channel are significantly different. From the findings of the research, the organizational citizenship behavior is proven the most impacts on the service quality and the professional commitment influences the organizational citizenship behavior more than the organizational commitment. Consequently, the life companies should invest more training resources to upgrade agents¡¦ professional capability except for enhancing the organizational identification of agents. Professional agents are more confident of selling and delivering service, and perform organizational citizenship behavior better, so that earn customers¡¦ trust and improve service quality. Ultimately, it creates irreplaceable value of the agency channel.

Besides offering good salary, companies in China start to enhance the job satisfaction of employee to retain employees. The demission rate Uni-President Group has always been lower than others in the same industry; even lower than the overall demission rate of many China enterprises. Among various reasons to affect the demission rate, Uni-President Group in China has a complete and systematic education and training system. Therefore, we set the training as an independent variable, and the three dimensions of organizational commitment to work, professional commitment, and the organizational citizenship behaviors as dependent variables, to discover the effect of independent variable to dependent variables. We set the supervisor¡¦s attitudes toward employees in the process of training as adjustment variable. Our hypothesis is that the supervisor¡¦s attitude will have effect in organizational commitment to work, professional commitment, and the organizational citizenship behaviors of employee. In the sample of 302 full-time employees of Uni-President Group in China, the amount of different training courses accepted by employee will have effect on the three dimensions, organizational commitment, professional commitment, and organizational citizenship behaviors of work. And supervisor¡¦s attitudes di have adjust effect in organizational commitment to work, professional commitment, and the organizational citizenship behaviors of employee.