A predictive relationship is proposed between stronger communitarian normative ideological values and beliefs regarding the political and economic social contract, and greater amounts of organizational citizenship behavior (OCB). The theoretical foundation supporting this relationship is based in management literature on organizational cooperation, and political theory literature on individualist and communitarian ideological orientation, which derives from the social contract theories of Hobbes, Locke, and Rousseau. Survey data from 315 organizational employees supported the study's proposal that stronger communitarian ideological orientation had statistically significant and positive direct and interaction effects predicting greater OCB performance. / Ph. D.

Review of the literature, leader member exchange theory (LMX) has an impact on organizational citizenship behavior (OCB); however, previous studies maily focus on single level exchange relationship, from a practical point of view, this issue should be involved in multi-level exchange relationship, and leader¡¦s group prototypicality may become an important factor to influence organizational citizenship behavior. This research tries to discuss different levels LMX in organization, one is the relationship between direct leader and subordinate(LMX1), the other is between department leader and subordinate(LMX2). Since LMX not only has an effect on subordinates¡¦ OCB but also role performance which regarding OCB as an extra role behaviors, this study try to explore the relationship between LMX and subordinate¡¦s role performance, and used multi-level leader-leader exchange theory (LLX) and leader¡¦s group prototypicality as moderating effects. In order to avoid common method variance, this study collected questionnaires from different sources which including 70 supervisors and 210 subordinates. Due to the multi-level research framework, this research used SPSS and HLM as analysis tool. The results show that LMX1 has a positive effect on role performance as predicted. Moderating effects in the research are partially supported. The better exchange quality of LLX, the more significant of subordinates¡¦ organization citizenship behavior toward individuals (OCBI) will appear; moreover, the higher direct leader¡¦s group prototypicality is, the more significant subordinate¡¦s in role behavior will be. However, LMX2 has positive effect on role performance is not supported. This study accordingly has some managerial implications and recommendations for future research reference.

Although most research in behavioral ethics has drawn heavily upon cognition, as exemplified by Kohlberg’s seminal work on moral development, recent research has focused on the self-regulatory aspect of moral identity and its relevance to ethical and moral behavior in organizations. Individual moral identity is a potentially important component of one’s self concept and has been shown empirically to have distinct associations with behavioral outcomes related to ethics in organizational settings. In particular, the importance or salience of moral identity to one’s overall sense of identity is thought to be a significant predictor of ethical or unethical behavior. Although less attention has been directed toward the organization member’s perception of the moral identities of the organizations in which they work, this dissertation argues that organizations indeed have moral identities, and that the organization member’s perception of organizational moral identity is likely to have an impact on his or her productive and counterproductive organizational behaviors. The focus of this study is two fold. First, a theoretical framework was developed integrating the congruence of an individual’s and organizations moral identity with various behavioral outcomes. From this framework theoretically justified hypotheses linking moral identity congruence with specific behaviors were established. Secondly, empirical tests were conducted examining the hypothesized impact of different forms of moral identity congruence (incongruence) on organizational citizenship behaviors and specific types of deviant behaviors. Results are supportive that moral identity congruence does impact behavioral outcomes, most specifically organizationally benefiting misbehaviors. A weak-weak moral identity congruence was shown to positively associate with organizationally benefiting misbehaviors in both studies.

Discretionary behaviors such as counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs) exist outside of the job description, but these behaviors nevertheless have profound influence on the organization and its members. Using Spector and Fox’s (2002) General OCB-CWB emotion centered model as the conceptual framework, I tested a specific model with personality, perceptions of the workplace, and emotional processes as antecedents of both OCB and CWB. The proposed model fit the data well and the results indicated that the emotional processes of burnout and engagement partially mediate the individual and organizational antecedents.

This study examined the relationship between helping (organizational citizenship behaviours) and workplace safety. It is the second study in a sequence, building on an initial study by Burt and Williams (2012). The aims of the current study are three-fold. Firstly, further evidence was sought to support the argument put forth by Burt and Williams (2012) suggesting that there are situations in which helping behaviours can lead to an increase in safety risk. Additionally, based on findings from Burt and Williams (2012), the following two situations were investigated: I) why do helpers often not tell the target of help that help has been given; and, II) in the instance where help inadvertently leads to a safety risk increase for the target, why does the target fail to communicate this risk increase back to the helper. The personality traits of humility and agreeableness were hypothesised to positively relate to the first and second situations, respectively. The sample consisted of 79 participants across a variety of high risk occupations. Participants completed an anonymous questionnaire, containing measures of job risk, negative outcomes of helping behaviours, humility, agreeableness, single item measures to assess situation I and II, and subsequent measures to further investigate these two situations. The results showed clear evidence that helping can be associated with safety risks. Both of the personality-based hypotheses failed to reach significance. However, the results suggest that helpers often fail to tell the target of help that help has been given, through a lack of understanding regarding the importance of communicating one’s helping behaviours, and a lack of time or opportunity. Additionally, results suggest that the instance where help inadvertently leads to an increased safety risk for the target (but the target fails to inform the helper of this risk increase), occurs through the target wanting to protect the helper’s confidence, and not wishing to be seen as ungrateful. The results provide valuable information to significantly add to the limited literature regarding helping behaviours and occupational safety. The findings from this study potentially allow organizations to decrease the negative safety outcomes of such behaviours. Limitations and suggestions for future research are discussed.

The purpose of this study was to investigate the relationship between organizational variables (procedural justice, transformational leadership, job satisfaction, identification with leader, organizational commitment) and prosocial behaviors (Organizational Citizenship Behaviors) as well as harmful behaviors (Counterproductive Work Behaviors). Previous research treats OCB and CWB as two ends of a spectrum, with the assumption that individuals that engage in one kind of behavior refrain from the other. However, the present study aimed to examine intricate relationships between organizational variables to show that individuals can engage in both types of behavior, even in the same day. This is due to the intentionality and direction of targeted behaviors. Specifically, OCBs and CWBs can be targeted at individuals or at the organization as a whole. A structural equation model was used to explain the complex relationships between these variables. Specifically, it was hypothesized that procedural justice is positively related to job satisfaction and organizational commitment, which in turn influence both OCB and CWB. Additionally, transformational leadership was hypothesized to be positively associated with job satisfaction, identification with leader, and organizational commitment. Approximately 300 participants were recruited from two sources (one public health and one online panel) to participate in the online web survey. Findings from the present study indicate that both identification with leader and organizational commitment mediate the relationship between transformational leadership and OCB. Organizational commitment also mediated the relationship between procedural justice and OCB. Finally, similar to the OCB outcomes, identification with leader mediated the relationship between transformational leadership and CWB; however, unlike the outcomes with OCB, organizational commitment did not predict CWB. Results from this study identify key factors such as transformational leadership, identification with the leader and organizational commitment on which organizations could focus in predicting the behaviors they desire and discouraging behaviors that are harmful.

Organizational citizenship behavior (OCB) is essential to the smooth functioning of organizations. A vast amount of research examining OCB has established the benefits of such behavior to businesses. In addition, individual- and organizational-level antecedents of citizenship behavior have been widely studied and well established. However, a sound assessment of OCB, which acknowledges the true social cognitive nature of the phenomenon, is yet to be developed. The purpose of this study is two-fold: First, this study seeks to develop a reliable, accurate measure of OCB. Second, this study utilizes the newly developed measure to determine how personal characteristics and situational influences interact to produce helping behavior. More specifically, this study explores how equity sensitivity, locus of control, self-esteem, and affectivity determine whether an employee engages in helping behavior. Further, the current study examines whether situation cue strength moderates the relationship between the aforementioned personality characteristics and an employee's decision to engage in helping behavior. / Master of Science

A Study on the Employees' Adversity Quotient, Job Stress and Role Performance in High Technology Industry: Perceived Organizational Support as a Moderator. Abstract This study aims to explore the high-tech industry employees: (1) the relationship among adversity quotient, job stress, perceived organizational support and role performance. (2) the adversity quotient as a mediator between the job stress and role performance. (3) the moderating effect of perceived organizational support to job stress and role performacne. For the purposes of the study, the questionnaire survey was conducted for the employees in the south high tech industry. Total 111 supervisor questionnaires and 333 staff questionnaires were distributed to 44 high tech firms, where the role performance questionnaires were designed for pairs of supervisor and employees. And total 110 supervisor questionnaires and 330 staff questionnaires were returned and, after 2 supervisors¡¦ and 12 invalid staffs¡¦ questionnaires eliminated, a total of 108 supervisor and 318 staff valid sets of questionnairs have been collected in this study. The response rate of the valid questionnaires is 96.36%. The study adopts the following statistical analysis techniques: the confirmatory factor analysis (CFA), the reliability analysis, the descriptive statistics, the independent t-test, the one-way ANOVA, the structural equation modeling (SEM), the correlation analysis, and the hierarchical regression analysis. The primary findings are as follows: 1. Adversity quotient has significantly negative effect on job stress. 2. Adversity quotient has significantly positive effect on role performance. 3. Job stress has significantly negative effect on role performance. 4. Job stress has mediating effect on the relationship between adversity quotient and role performance. 5. Perceived organizational support does not have significantly moderate effect between job stress and role performance. This study concludes by discussing for the implications of major findings, which would be a reference to the academy and industries, and make suggestions for further studies. Keywords: Adversity Quotient , Job Stress , Percevied Orgnaizational Support, Role Performance, In-Role Behavior, OCB-Individual, OCB-Organization

Syftet med denna studie var att undersöka om hög respektive låg Generell Arbetsrelaterad Identitet (AI) hade effekter på Organizational Citizenship Behavior (OCB). Totalt 147 personer inom offentlig sektor, fördelade över två organisationer, deltog i en enkätundersökning om identitet och frivilligt organisationsbeteende. Resultatet visade på signifikanta effekter för hög och låg AI på OCB, associerat med fyra av de fem deldimensionerna av OCB (altruism, samvetsgrannhet, hövlighet, och delaktighet). Försöksdeltagare med hög jämfört med låg AI skattade OCB högre (p < .01, η2= .16). Generellt indikerar resultatet att organisationer potentiellt kan öka anställdas OCB genom att främja AI. / The aim of this study was to investigate if high and low General Work-Related Identity (AI) had an effect on Organizational Citizenship Behavior (OCB). A total of 147 people within the public sector, across two organizations, responded to a questionnaire regarding identity and discretionary organizational behavior. The results showed significant effects of high and low AI, on OCB associated with four of the five sub-dimensions of OCB (altruism, conscientiousness, courtesy and civic virtue). Participants with high compared to low AI were shown to express higher levels of OCB (p < .01, η2= .16). In general, this indicates that organizations might increase the employees´ OCB by promoting their AI.

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