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The present study examined multiple antecedents of organizational citizenship behaviors (OCB) in a Mexican sample of retail salespeople. Although a quota based measure of sales performance was correlated with OCB, the correlation was relatively low. However, personality and attitude measures, with conscientiousness having the cleanest relationship, were significantly correlated with OCB. A situational judgment measure was significantly correlated with sales performance. These findings indicate that individual personality facets may be stable predictors of OCB in Mexican samples.

Integrating the reciprocity and equity lenses, this study explores the curvilinear relationship between leader humility and employee organizational citizenship behaviors (OCBs) by introducing psychological entitlement and perspective taking, and constructing a moderated mediation curvilinear model aiming to provide a more comprehensive understanding of why and how leader humility affects OCBs.

Using multisource, three-wave data collected from 261 employees and 55 supervisors in China, we adopted multi-level modeling analysis to test the moderated mediation curvilinear model that links leader humility to OCBs.

We found a curvilinear relationship between leader humility and psychological entitlement, and psychological entitlement mediated the curvilinear indirect relationship between leader humility and OCBs. Furthermore, employees' perspective taking buffered this curvilinear indirect effect.

Following social exchange theory and prior research discussing the potential benefits and drawbacks of leader humility, this study developed and tested a moderated mediation curvilinear model of the relationship between leader humility and OCBs. Our study thus provides a more balanced and dialectical perspective on understanding the effects of leader humility and enriching the leadership process model. This study also offers actionable strategies for leaders and organizations to optimize the benefits of humble leadership.

Building upon Social Exchange Theory, this study explores the relationship between perceived opportunities for competency development (POCD), subjective career success (SCS), and organizational citizenship behaviors (OCBs). Given the importance of SCS in providing mutual benefits for both the employee and the organization, this study examines how SCS plays a mediating role in the relationship between POCD and OCBs.

Data was collected from 353 full-time working professionals in Malaysian organizations through a two-wave hardcopy questionnaire survey. The data was then analyzed using structural equation modeling and the bootstrapping method.

The study found no significant direct relationship between POCD and OCBs. However, the bootstrapping analysis uncovered that SCS mediated this relationship, indicating a significant full mediation effect.

To increase the external validity of findings, future studies should include samples from various industries in both the public and private sectors.

In contrast to the findings from previous studies, this study adds value to the career literature by demonstrating that without a sense of SCS, even with competency development opportunities, employees are less likely to engage in OCBs. It highlights the importance of SCS in fostering mutual benefits for both the employee and the organization.

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.

The data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.

The findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.

The findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.

This study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.

The study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.

A quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).

OJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.

Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.

To the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.

Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships.

Data were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools.

Results confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported.

The nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables.

The findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB.

The study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction.

This paper investigated the effect of employee share ownership, mediated through psychological ownership, on organizational citizenship behavior. The analysis included the possible complementary role of High Performance Ownership systems. This paper investigated these relationships by analyzing employee survey data from a Dutch organization that has implemented employee share ownership. We used PLS, a variance-based structural equation model to test the hypotheses. The results showed a direct influence of employee ownership on organizational citizenship behavior, but the relationship was not mediated by psychological ownership. Unexpectedly, the results show that a High Performance Work System bundle without employee ownership generates psychological ownership, but this does not influence organizational citizenship behavior. This research could not confirm the comprehensive model in which employee ownership, HRM system, and psychological ownership are positively related to each other. We choose a deliberate set of HR practices on theoretical grounds, but future research could investigate other sets of HR practices that may produce the expected effects. This research showed that employee ownership has a positive influence on organizational citizenship behavior. Organizations are therefore advised to consider implementing employee ownership. The results also show that a set of HR practices positively influences psychological ownership. The results suggest that organizations should strive for a consistent message, which makes the employees feel that they are taken serious as and deserve to be owners. We analyzed the influence of a configuration of high performance ownership system on psychological ownership and organizational citizenship behavior that is not done before.

The purpose of this research was to explore common conceptions about the underlying nature of teachers’ organizational citizenship behaviors (OCBs). Two studies were conducted to examine the dynamic and subjective nature of the boundary between teachers’ in-role and extra-role behavior. Study 1, based on a sample of 205 teachers from 30 elementary schools in Israel, examined this boundary between teachers’ in-role and extra-role behaviors through teachers’ career stages. Study 2, based on a survey of 29 principals, 245 teachers, and 345 parents from 30 elementary schools in Israel, investigated how different stakeholders in schools (principals, teachers, parents) conceptualized teachers’ in-role–extra-role boundary. Results from these two studies attest to its dynamic and subjective nature. Implications for research and practice are discussed.

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

The authors collected 294 staffs from various Vietnamese private business school libraries.

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

Virtually all research on organizational citizenship behavior (OCB) is rooted in a social exchange based view of citizenship performance. While we do not dispute the significant role exchange motives play in citizenship performance, we nevertheless see what amounts to a preoccupation with and over-reliance on social exchange processes in extant OCB theory. With the goals of improving the prediction of citizenship performance and advancing human resource management practice, we outline several new directions for OCB theory and research.