The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment
Abstract
Purpose: To develop and test an expanded social exchange model of organizational citizenship behavior (OCB) that includes characteristics of the social context (i.e. perceived fairness and leader‐member exchange (LMX)) as well as the capacity (i.e. trust in the supervisor and psychological empowerment) to engage in citizenship behaviors. Design/methodology/approach: Data were collected from a matched sample of 183 Hong Kong investment‐banking personnel and their supervisors. Multiple regression was used to test direct and mediating effects. Findings: Analyses provide strong support for the direct effects of trust in the supervisor and psychological empowerment on all dimensions of OCBs. Trust in the supervisor played an important mediating role in all relationships. Only one dimension of empowerment (i.e. impact) acted as a mediator. Originality/value: This study extends the social exchange conceptualization of OCB to include both equity and interpersonal relationship influences. The influence of empowerment on OCBs highlights the importance of providing employees with the motivation to engage in these behaviors.
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Citations
Cites
The norm of reciprocity: A preliminary statement
Gouldner, A. W. (1960) · American Sociological Review · doi:10.2307/2092623 · Cited by 12,001
Adams, J. S. (1965) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60108-2 · Cited by 10,818
Perceived organizational support.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986) · Journal of Applied Psychology · doi:10.1037/0021-9010.71.3.500 · Cited by 10,023 · cited 1×
“Employees form generalized beliefs about the extent to which their organizations value their contributions and care about their well-being, and these beliefs lead to higher OCBs (Eisenberger et al., 1986).”
BackgroundAffect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations
McAllister, D. J. (1995) · Academy of Management Journal · doi:10.2307/256727 · Cited by 7,346
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000) · Journal of Management · doi:10.1177/014920630002600307 · Cited by 5,897
Moorman, R. H. (1991) · Journal of Applied Psychology · doi:10.1037//0021-9010.76.6.845 · Cited by 3,422
MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991) · Organizational Behavior and Human Decision Processes · doi:10.1016/0749-5978(91)90037-t · Cited by 807
Cited by
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012) · Journal of Management · doi:10.1177/0149206311415280 · Cited by 1,625
Leader-member exchange and citizenship behaviors: A meta-analysis
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.1.269 · Cited by 1,210
Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016) · Personnel Psychology · doi:10.1111/peps.12100 · Cited by 809
Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries
Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012) · Journal of Applied Psychology · doi:10.1037/a0029978 · Cited by 477
Trust and Leader—Member Exchange: A Closer Look at Relational Vulnerability
Scandura, T. A., & Pellegrini, E. K. (2008) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051808320986 · Cited by 160
Metadata
- Authors
- Wat, D., & Shaffer, M. A.
- Venue
- Personnel Review
- Publisher
- Emerald
- Published
- 2005-08-01
- Volume
- 34
- Issue
- 4
- Pages
- 406-422
- ISSN
- 0048-3486 (ISSN-L)
- OpenAlex
- W1535471751
- Cited by
- 285
- References
- 7
- FWCI
- 13.87
- Type
- journal article
- Language
- en
- Open access
- closed
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