Статті в журналах: "Customer oriented organizational citizenship behaviour"

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Chiu, Su-Fen, Shih-Tse Lin, and Tzu-Shian Han. "Employment status and employee service-oriented organizational citizenship behaviour." Career Development International 20, no. 2 (May 11, 2015): 133–46. http://dx.doi.org/10.1108/cdi-07-2014-0096.

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Purpose – The purpose of this paper is to examine the effect of employment status on service-oriented organizational citizenship behavior (OCB) of customer contact employees. The authors also investigate the mediating roles of internal mobility opportunity and job insecurity in the relationship between employment status and service-oriented OCB. Design/methodology/approach – A survey methodology was used and data were collected from a dyad-sample of 270 employees and their supervisors of one retail and one banking companies in Taiwan. Product-of-coefficients approach and bootstrapping were used to test the multiple mediating model. Findings – The results demonstrate that temporary employment related negatively to service-oriented OCB. Moreover, both internal mobility opportunity and job insecurity mediated the employment status – service-oriented OCB linkage. Research limitations/implications – This study has three limitations. First, this study examined only fixed-term direct-hire temporary employees. Future research should explore voluntary job behaviors of different categories of temporary employment to confirm the results of the present study. Second, this study examined internal mobility opportunity and job insecurity as two mediators. Other alternative avenues may exist by which employment status may lead to service-oriented OCB. Future research may explore additional possible mediators. Finally, the participants of this study were selected by the human resource departments of the participating companies. This option could have introduced selection bias in this study. Practical implications – This study suggests that management should be aware of why temporary customer contact employees have lower levels of service-oriented OCB. As service-oriented OCB may be vital for organizational success in the service context, management must consider the benefits and costs when hiring temporary employees. Moreover, management can motivate temporary employees to display higher service-oriented OCB by shaping their expectations of internal mobility possibilities, or reducing temporary employees’ perception of job insecurity to enhance their service-oriented OCB. Originality/value – This study makes two contributions. First, this study extends the effect of employment status in the OCB literature by investigating the relationship between employment status and service-oriented OCB for customer contact employees. The results of the present study lend support for the partial exclusion theory to predict that socially excluded group (i.e. temporary employees) tends to be less engaged in service-oriented OCB. Second, this study contributes to the literature by investigating two important links (i.e. internal mobility opportunity and job insecurity) to explain why temporary employment may lead to lower service-oriented OCB.

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Wen, Ji, Yina Li, and Pingping Hou. "Customer mistreatment behavior and hotel employee organizational citizenship behavior." Nankai Business Review International 7, no. 3 (August 1, 2016): 322–44. http://dx.doi.org/10.1108/nbri-02-2016-0009.

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Purpose This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior. Design/methodology/approach Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis. Findings Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control. Practical implications Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees. Originality/value This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

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Prouska, Rea. "Enhancing Service-Oriented Behaviors in an Asian Business Context: Lessons From a Pakistani Bank." Human Resource Research 2, no. 1 (October 11, 2018): 73. http://dx.doi.org/10.5296/hrr.v2i1.12652.

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This article examines how service organizations can enhance employees’ customer orientation, often exhibited through the display of service-oriented citizenship behaviors. The study, in this respect, quantitatively analyses the relationships between organizational distributive justice, leader-member exchange (LMX), and team-member exchange (TMX) on customer orientation. Data were gathered through a survey of 658 middle managers working in a Pakistani bank and were analyzed via full structural equation modelling. The findings reveal that organizational distributive justice, LMX, and TMX are key predictors of customer orientation. Specifically, the analysis suggests that the relationships between organizational distributive justice and LMX with customer orientation are mediated partially and fully, respectively, by TMX. Simultaneously, TMX partially mediates the relationship between organizational tenure and customer orientation. Our study contributes to both theory and practice of service organization functioning by signifying the importance of the organization’s fair distribution of rewards as well as it’s leader’s and co-worker’s behaviors in affecting organizationally desired employee behaviors and thereby, arguably, enabling positive organizational outcomes. Service organizations can, based on our findings, create a culture of service excellence by placing emphasis on specific elements at the organizational, leadership, and team level.

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Luan, Yunyun, Meizhen Lv, and Lei Wang. "The Spillover Effect of Life Satisfaction on Customer Satisfaction: The Mediating Role of Service-Oriented Organizational Citizenship and the Moderating Role of Competition Climate." Behavioral Sciences 12, no. 8 (August 10, 2022): 276. http://dx.doi.org/10.3390/bs12080276.

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In the field of organizational management, research on employees’ life experiences is insufficient. It remains unclear how employees’ non-work experiences affect customer service quality. Building on the spillover theory (an individual’s experience in one domain can be transferred to another domain) and the conservation of resources theory (individuals are motivated to protect their current resources and to acquire new resources), we aim to examine the impact of service employee’s life satisfaction on customer satisfaction while considering service-oriented organizational citizenship behavior (the discretionary extra-role behavior demonstrated by employees) as a mediating variable. To test our hypothesis, we collected multi-wave, multilevel, multisource data of 209 customer service employees from an insurance company. The results showed that service-oriented organizational citizenship behavior was an important mechanism by which employees’ overall life satisfaction positively affected customer satisfaction. In addition, this mediating effect was weaker for employees in higher competition climate groups. The study illustrates the critical contribution of the overall well-being of personnel to organizational business results.

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Bharadwaja, Shina, Lindsey Lee, and Juan M. Madera. "Customer evaluations of service-oriented organizational citizenship behaviors: Agentic and communal differences." International Journal of Hospitality Management 70 (March 2018): 120–29. http://dx.doi.org/10.1016/j.ijhm.2017.10.021.

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Elshaer, Ibrahim A., Alaa M. S. Azazz, and Samar K. Saad. "Unethical Organization Behavior: Antecedents and Consequences in the Tourism Industry." International Journal of Environmental Research and Public Health 19, no. 9 (April 20, 2022): 4972. http://dx.doi.org/10.3390/ijerph19094972.

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The entire tourism and hospitality industry has witnessed a considerable increase in the number of ethical difficulties that occur in the workplace. It has been discovered that unethical organizational behavior (UOB) is the most significant category in tourists’ unpleasant experiences, driving them to switch and spread unfavorable word-of-mouth information. This study aims to explore the effects of three contextual factors on UOB (i.e., work intensification, job insecurity, and an unethical company-profit climate) and to investigate its possible employee-related consequences, including the feeling of guilt, emotional exhaustion, and customer-oriented citizenship behavior. A total of 970 employees working in hotels (5-star and 4-star) and travel agencies (Category A) participated, and the obtained data were analyzed by structural equation modeling. The results asserted that work intensification, job insecurity, and an unethical company-profit climate stimulate unethical organizational behavior, and unethical organizational behavior leads to feelings of guilt, emotional exhaustion, and customer-oriented citizenship behavior. Significant insights into theoretical and practical implications were further discussed.

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Luu, Tuan, Le Viet, Eryadi Masli, and Diana Rajendran. "Corporate social responsibility, ambidextrous leadership, and service excellence." Marketing Intelligence & Planning 37, no. 5 (August 5, 2019): 580–94. http://dx.doi.org/10.1108/mip-05-2018-0157.

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Purpose The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers. Design/methodology/approach The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling. Findings Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance. Originality/value The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

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Lee, Myong Jae, Samuel Seongseop Kim, and Wansoo Kim. "Service Employees' Organizational Citizenship Behaviors and Customer-Oriented Behaviors: An Accountability Theory Perpective." Journal of Foodservice Business Research 15, no. 4 (October 2012): 335–61. http://dx.doi.org/10.1080/15378020.2012.706490.

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Oren, Dr Ravit. "The Role of Empathy, Customer Orientation and Work Engagement in the Relationship Between Servant Leadership and Customer-Oriented Organizational Citizenship Behaviors." International Journal of Management and Humanities 9, no. 1 (September 30, 2022): 1–4. http://dx.doi.org/10.35940/ijmh.a1513.099122.

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This work explores the relationship between servant leadership in the service context and the extent to which employees engage in customer-oriented organizational citizenship behavior (OCB). Data were collected at two time points from 158 full-time employees, working in16 branches of a large bank in Israel. The results show that there is a positive relationship between servant leadership and customer-oriented OCB and that this relationship is mediated by employees’ levels of customer orientation and work engagement. Likewise, the relationship between servant leadership and customer orientation is stronger among employees with low levels rather than high levels of empathy.

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Qiu, Shaoping, and Larry Dooley. "How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust." Leadership & Organization Development Journal 43, no. 3 (January 24, 2022): 350–69. http://dx.doi.org/10.1108/lodj-04-2021-0146.

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PurposeThe paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational citizenship behavior and (2) to investigate the relationships between procedural justice perception and trust in leaders in the context of Chinese hotel industry.Design/methodology/approachThe paper opted for a quantitative study using online survey to collect data. Data screening was carried out to ensure all the data met the underlying statistical assumptions. This paper adopted structural equation modeling (SEM) to test the hypotheses.FindingsThe paper found that procedural justice perception and trust in leaders have a full mediating effect on the relationship between servant leadership and customer-oriented organizational citizenship behavior. Procedural justice perception was positively associated with trust in leaders.Originality/valueThe paper provided a framework to enhance the theoretical understanding of interconnectedness of servant-leadership-related variables. It filled a theoretical gap by proposing an integrative model that examined the relationships among the variables of interest.

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Omidi, Alireza, and Somaieh Safari. "The impact of organizational citizenship behavior on the customer-oriented in sport facilities." Research in Sport Management & Motor Behavior 8, no. 15 (August 1, 2018): 81–90. http://dx.doi.org/10.29252/jrsm.8.15.81.

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Chang, Ching Sheng, and Hae Ching Chang. "Moderating Effect of Nurses’ Customer-Oriented Perception Between Organizational Citizenship Behaviors and Satisfaction." Western Journal of Nursing Research 32, no. 5 (August 2010): 628–43. http://dx.doi.org/10.1177/0193945909355995.

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Chang, Ching Sheng, and Hae Ching Chang. "Motivating Nurses' Organizational Citizenship Behaviors by Customer-Oriented Perception for Evidence-Based Practice." Worldviews on Evidence-Based Nursing 7, no. 4 (December 2010): 214–25. http://dx.doi.org/10.1111/j.1741-6787.2010.00188.x.

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Puswiartika, Dhevy, Zahrotur Rusyda Hinduan, Marina Sulastiana, and Diana Harding. "Measuring Customer-Oriented Organizational Citizenship Behavior on the Employees of Railway Transportation Service Provider." Binus Business Review 10, no. 2 (July 31, 2019): 105–12. http://dx.doi.org/10.21512/bbr.v10i2.5277.

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This research aimed to describe Customer-Oriented Organizational Citizenship Behavior (CO-OCB) on the employees of the railway transportation service provider in Jakarta, Indonesia. A survey research was conducted by distributing the questionnaires to the employees and conducting a Focus Group Discussion (FGD). The sampling was taken by using a convenience sampling technique. The participants were 161 employees from different job levels. Consisting of managers, supervisors, and staff. Data analysis, the researchers used descriptive statistics analysis and inferential analysis with the Kruskal Wallis test by using Statistical Package for the Social Sciences software for Windows 21.0 and theme analysis. The results show that generally, the respondents have high COOCB. Then, the result of the inferential analysis shows that there are significant differences among CO-OCB. The dominant dimension shown by the employees is organizational compliance, followed by other dimensions such as sportsmanship, helping behavior, self-development, civic virtue, individual initiative, and organizational loyalty. The results also suggest that CO-OCB on the employees is influenced by individual characteristic factors like working attitude, and contextual factors.

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Bouzari, Mona, and Osman M. Karatepe. "Test of a mediation model of psychological capital among hotel salespeople." International Journal of Contemporary Hospitality Management 29, no. 8 (August 14, 2017): 2178–97. http://dx.doi.org/10.1108/ijchm-01-2016-0022.

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Purpose This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service–sales ambidexterity and service-oriented organizational citizenship behaviors. Design/methodology/approach Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople’s service-oriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects. Findings The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople’s psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service–sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels. Practical implications Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service–sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization’s competitive advantage via service-oriented organizational citizenship behaviors. Originality/value This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.

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Harsono, Soni, Harry Widyantoro, Tjahjani Prawitowati, and Basuki Rachmat. "Service-Oriented Organizational Citizenship Behavior, Service Quality and Customer Citizenship Behavior: Comparison of Implementation and Evaluation from the Perspective of Bank Customers." Market-Tržište 33, no. 1 (June 2021): 75–92. http://dx.doi.org/10.22598/mt/2021.33.1.75.

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Qi, Ji “Miracle”, Sijun Wang, and Michael A. Koerber, Jr. "When do frontline service employees feel more grateful?" European Journal of Marketing 54, no. 9 (July 8, 2020): 2107–37. http://dx.doi.org/10.1108/ejm-06-2019-0496.

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Purpose Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying mechanisms through which organizational resources impact frontline service employees’ (FLEs) core service performance and customer-oriented organizational citizenship behavior (OCB). Design/methodology/approach An empirical study was conducted based on a multi-source data from 211 employee–customer pairs, with structural equation modeling used to test hypotheses. Findings FLE felt gratitude toward the firm fully mediates the impacts of supervisory guidance and employee-oriented relationship investment in influencing employees’ service performance and customer-oriented OCB. The study further finds that when the perceived job autonomy is low, providing supervisory guidance is more effective in eliciting employee gratitude than employee-oriented relationship investments. In contrast, when the perceived job autonomy is high, employee-oriented relationship investment elicits higher employee gratitude than supervisory guidance. Research limitations/implications First, as cross-sectional pair data were used to test the proposed hypotheses, a stronger case might be made for the use of longitudinal data. Second, the current study uses a large variety of industries to study the phenomenon of employee gratitude and customer-oriented performance. Third, given recent globalization trends, it is increasingly important for researchers to address how the knowledge gained within an US context is applicable on a global scale. Finally, the two types of organizational resources included in the study are both positive resources. Practical implications The findings offer insights about how firms can strategically invest organizational resources to favorably influence FLE gratitude and customer outcomes as well as how job autonomy plays a role in leveraging the impacts of those resources. Originality/value This study is one of the few to advance our understanding of how FLE felt gratitude serves as an intervening mechanism through which functional and social resources invested by service organizations lead to desirable customer outcomes. In addition, this study explores the moderating role of FLE perceived job autonomy, suggesting the contingent nature of organizational resources in affecting customer-oriented FLE behaviors, which was rarely attended in previous research.

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Wu, Po-Hsuan, and Jui-Fan Liao. "Service-Oriented Organizational Citizenship Behavior, Perceived Service Quality and Customer Satisfaction in Hospitality Industry." Journal of Applied Sciences 16, no. 1 (December 15, 2015): 18–24. http://dx.doi.org/10.3923/jas.2016.18.24.

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Cheng, Bao, Yun Dong, Yurou Kong, Ahmed Shaalan, and Marwa Tourky. "When and how does leader humor promote customer-oriented organizational citizenship behavior in hotel employees?" Tourism Management 96 (June 2023): 104693. http://dx.doi.org/10.1016/j.tourman.2022.104693.

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Yogatama, Aziz, and Dwiarko Nugrohoseno. "Pengaruh Authentic Leadership terhadap Customer-Oriented Organizational Citizenship Behavior dan Service Recovery Performance melalui Job Crafting dan HR Flexibility." Jurnal Ilmu Manajemen 9, no. 3 (July 13, 2021): 1015–31. http://dx.doi.org/10.26740/jim.v9n3.p1015-1031.

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This study aims to determine and explain the effect of authentic leadership on service recovery performance and customer-oriented organizational citizenship behavior (Co-OCB) through job crafting and HR flexibility at a telecommunication company, PT. Telkom Indonesia in Surabaya region. This research is causality research with a quantitative approach”the sampling technique used non-probability sampling, namely purposive sampling. Statistical analysis used Partial Least Square (PLS) with SmartPLS 3.0 software. This study explains that authentic leadership does not affect customer-oriented OCB and service recovery performance. Then Co-OCB does not have any effect in mediating the relationship between authentic leadership and service recovery performance. However, job crafting has been shown to mediate the relationship between authentic leadership and Co-OCB and service recovery performance. HR flexibility is not proven in moderating the relationship between authentic leadership and job crafting in the context of high flexibility.

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Deng, Xuefei (Nancy), and Tawei Wang. "Understanding Post-Implementation Support for Enterprise Systems: An Empirical Study of IT Personnel's Customer-Oriented Citizenship Behaviors." Journal of Information Systems 28, no. 2 (February 1, 2014): 17–39. http://dx.doi.org/10.2308/isys-50743.

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ABSTRACT Post-implementation support for information systems (ISs) remains an important but under-explored topic. In this study, we focus on the customer service aspect of post-implementation support for enterprise resource planning (ERP) systems and examine the antecedents and performance consequences of customer-oriented organizational citizenship behaviors (OCBs) performed by information technology (IT) personnel. We predict that characteristics of IT support tasks influence IT personnel's customer-oriented OCBs, which in turn exert both direct and moderating effects on their task efficiency. The analysis of 300 support tickets in relation to two ERP modules (Supplier Relationship Management and HR/Payroll Management) in a large enterprise provides mixed results. Task type was found to be associated significantly with the occurrence of OCBs, but the influence of task complexity was not significant. Moreover, OCBs were found to be negatively related to task efficiency, but the degree of the negative relation was contingent on task type and task complexity. The findings enhance our understanding of IT support services and extend the OCB literature on customer orientation. Practically, the results offer insights into managing IT support and IT workforce during the post-implementation stage of information systems.

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Lyu, Yijing, Hong Zhu, Hong-Jun Zhong, and Leqi Hu. "Abusive supervision and customer-oriented organizational citizenship behavior: The roles of hostile attribution bias and work engagement." International Journal of Hospitality Management 53 (February 2016): 69–80. http://dx.doi.org/10.1016/j.ijhm.2015.12.001.

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Lee, Yi-Hsuan, Chan Hsiao, and Yee-Chen Chen. "Linking positive psychological capital with customer value co-creation." International Journal of Contemporary Hospitality Management 29, no. 4 (April 10, 2017): 1235–55. http://dx.doi.org/10.1108/ijchm-05-2015-0266.

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Purpose This study aims to identify the driving forces of customer value co-creation (VCC) that occur through employee positive psychological capital (PPC), employee service-oriented organizational citizenship behavior (SOOCB) and customer brand experience (BE). Design/methodology/approach In total, 493 valid samples were retrieved from 30 hotels in Taiwan. Hierarchical linear modeling was used to extensively and accurately examine customer VCC from a cross-level perspective. Findings The results showed that employee PPC was not positively related to customer VCC, that employee PPC affected customer VCC indirectly through the mediating effect of employee SOOCB and that the relationship between employee SOOCB and customer VCC was positively moderated by customer BE. Originality/value First, this study investigated the customer VCC driving forces through the role of the employee, and thus advances the customer VCC field. Second, it identified employee SOOCB as a key mediating mechanism that links the indirect relationship between employee PPC and customer VCC. Third, it identified customer BE as a key moderating mechanism in the relationship between employee SOOCB and customer VCC. Fourth, regarding methodology, few studies investigate VCC through a cross-level approach. The present study used hierarchical linear modeling to extensively and accurately examine customer VCC and its cross-level relationships, thus providing greater research value compared with single-level analysis. Finally, the result findings suggest that organizational leaders should enhance the PPC of employees in furtherance of encouraging the employees to perform extra-role SOOCB, which makes customer co-creation behavior, and ultimately, contributes to managerial practice.

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Mostafa, Ahmed Mohammed Sayed. "Customer Incivility, Work Engagement and Service-Oriented Citizenship Behaviours: Does Servant Leadership Make a Difference?" Human Performance 35, no. 1 (November 2, 2021): 31–47. http://dx.doi.org/10.1080/08959285.2021.1998061.

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Dimitriades, Zoe S. "The influence of service climate and job involvement on customer‐oriented organizational citizenship behavior in Greek service organizations: a survey." Employee Relations 29, no. 5 (August 21, 2007): 469–91. http://dx.doi.org/10.1108/01425450710776290.

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Moghaddampour, Jaber, and Mohammad Vazin Karimian. "A study on impact of workplace spirituality on customer–oriented organizational citizenship behavior by considering the role of spiritual intelligence: A case study of an insurance company." Management Science Letters 3, no. 6 (June 1, 2013): 1633–48. http://dx.doi.org/10.5267/j.msl.2013.05.024.

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Volosevici, Dana, and Dragoș Grigorescu. "INDIVIDUAL, EMPLOYERS AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR." Jus et Civitas – A Journal of Social and Legal Studies 8(62), no. 1 (2021): 43–50. http://dx.doi.org/10.51865/jetc.1.06.

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The paper aims to analyze the idea of social solidarity from the perspective of legal constraints that characterize the labor relations between employees and employers and the growing need for community involvement of organizations. Therefore, the concept of citizenship-oriented behavior of organizations (OBSs) and the legal concept of subordinating employees to organizations will be at the center of attention. The first part of the article will be about defining the human being through the occupation or profession he chooses to practice (homo faber), we are what we work, and advance to the social dimension of any economic activity, and the second part will analyze these ideals such as altruism, solidarity or prosocial behavior, from the perspective of legal regulations in the labor code that emphasize the subordination of employees to employers who at least at first discourage the assumption of a civic dimension aimed at citizenship of employees. suggested possible solutions to improve these legal relations so that values such as solidarity are more present in the contractual relations between employees and employers in various social or economic contexts.

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Boukis, Achilleas, and Cagri Yalkin. "Customer responses to employee deviance: A conservation of resources perspective." Journal of Customer Behaviour 18, no. 3 (December 20, 2019): 191–214. http://dx.doi.org/10.1362/147539219x15633616548731.

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This study aspires to examine how customers respond to two forms of frontline employee deviance (i. e., customer-oriented deviance, COD, and customeroriented misbehaviour, COM) during a specific service exchange. Drawing on the conservation of resources theory, COD and COM are viewed as resources and demands of customer performance during their exchanges with employees. Five customer responses are examined, namely encounter satisfaction, and employee-oriented citizenship behaviour, customer dysfunctional intentions, customer citizenship behaviour towards the organisation, and brand advocacy. To gain insights into these issues, an experimental design is adopted, which manipulates the two forms of deviance along with two boundary conditions: the extent to which the problem the customer faces is severe (i. e., problem severity); and whether the outcome of the exchange with the employee is successful (i. e., exchange outcome). This study contributes to deviant employee literature by illustrating how different forms of deviance shape exchange-specific responses and reciprocal customer intentions directed at the organisation and the employee.

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Aprianto, Rio, Thamrin Thamrin, and Syahrizal Syahrizal. "PENGARUH DUKUNGAN SUPERVISOR DAN IKLIM ORGANISASIONAL TERHADAP SERVICE-ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIOUR PADA KARYAWAN HOTEL DI KOTA PADANG." Jurnal Ecogen 2, no. 1 (June 28, 2019): 50. http://dx.doi.org/10.24036/jmpe.v2i1.6131.

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The purpose of this study was to determine the effect of the influence of Supervisor Support and Organizational Climate on Service-Oriented Organizational Citizenship Behavior in Hotel Employees in the City of Padang. This type of research is descriptive causative. This research was conducted in the city of Padang. While the time of the study was conducted in 2018. The population in this study were 4-star hotel employees in Padang city with a sample of 100 people taken by simple random sampling. Data is processed using multiple linear regression using SPSS 16.0. The results showed that supervisor support had a significant positive effect on Service-Oriented Organizational Citizenship Behavior, organizational climate had a significantly positive effect on Service-Oriented Organizational Citizenship Behavior at α = 0.05Keyword: Supervisor Support, Organizational Climate, OCB, SO-OCB

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Shahin, Arash, Javad Shabani Naftchali, and Javad Khazaei Pool. "Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card." International Journal of Productivity and Performance Management 63, no. 3 (April 8, 2014): 290–307. http://dx.doi.org/10.1108/ijppm-03-2013-0044.

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Purpose – The purpose of this paper is to investigate the influence of employees’ perception of organizational climate on organizational citizenship behaviour outbreak and the impact of both of them on organizational performance. Design/methodology/approach – This survey has been performed using structural equation modelling (SEM). The statistical population composed of the managers of Mazandaran small- to medium-sized enterprises. The analysis of the data obtained from distributed survey questionnaire has been performed by SPSS18 and AMOS18 software. Findings – Findings imply that positive perception of organizational climate influences on increasing organizational citizenship behaviour outbreak and performance of enterprise, and organizational citizenship behaviour in turn has positive and significant impact on organizational performance. Results of this survey also indicate that organizational citizenship behaviour impacts on sub-criteria of enterprise performance (i.e. financial, customer, learning and growth, internal processes). Moreover, the influence of organizational climate on all sub-criteria of performance except internal processes has been confirmed. Research limitations/implications – Lack of sufficient information concerning organizational climate in internal resources, and in some external ones, and low number of surveys performed in this field, limits the possibility of comparing the results of this survey with other similar surveys. Originality/value – This survey can be considered as an innovative survey, since there is no similar survey conducted in which three variables of organizational climate, performance, and citizenship behaviour studied, considering their specified sub-criteria.

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Retno. "Relationship between Servant Leadership in Organizational Culture, Organizational Commitment, Organizational Citizenship Behaviour and Customer Satisfaction." EUROPEAN RESEARCH STUDIES JOURNAL XX, Issue 3A (November 1, 2017): 554–69. http://dx.doi.org/10.35808/ersj/728.

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Harsono, Soni, Harry Widyantoro, Tjahjani Prawitowati, and Basuki Rachmat. "Perception, Gap and Reflection of Service-Oriented Organizational Citizenship Behaviors from the Perspective of Banking Employees and Customers in Indonesia." Religación. Revista de Ciencias Sociales y Humanidades 5, no. 23 (March 31, 2020): 118–25. http://dx.doi.org/10.46652/rgn.v5i23.605.

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The purpose of this study is to explore perceptions, gaps and relationships between the dimensions of Service-Oriented Organizational Citizenship Behaviors (S-OOCBs) and Service Quality (servqual) in terms of banking employees and customers. This study used a quantitative approach, involving 399 respondents consisting of 74 employees and 325 customers of Bank Perkreditan Rakyat (BPR) and Bank Pembangunan Daerah (BPD). This study proves that the average perception of BPR customers and employees on S-OOCBs and servqual is higher than that of BPD customers and employees. Based on the average gap of perceptions of the dimensions of S-OOCBs and servqual, the customers perceive that the employees have the dimensions of S-OOCBs in the same category as the employees’ self-evaluation. According to BPR/BPD employees and customers, all dimensions examined are the reflection of S-OOCBs. The S-OOCBs of both employees and customers of BPR and BPD have a significant positive effect on servqual. The results of this study have managerial implications because they are viewed from two sides, banking employees and customers, and are useful for banking management.

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Kandeepan, Visvanathan, Ramakrishnan Vivek, and Tharani Seevaratnam. "Impact of Organizational Citizenship Behaviour on Service Quality in Banking Sector, Vavuniya District." Shanlax International Journal of Management 7, no. 2 (October 3, 2019): 1–13. http://dx.doi.org/10.34293/management.v7i2.636.

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Purpose: The purposes of this research is to analyze the impact of Organizational Citizenship Behaviour on the Service Quality in the Banks in Vavuniya District, Sri Lanka. Design/Methodology/Approach: Closed questionnaires were used for measuring the Organizational Citizenship Behaviour and Service Quality of banking sector. Questionnaire were distributed and collected in Vavuniya district. The conclusion were drawn from Regression analysis, ANOVAs and Pearson correlation. Findings: Result revealed that although Organizational Citizenship Behaviour had significantly positive relationship with Service Quality it had not exerted significant impact on Service Quality. Practical implication: The research has implications in the efforts taken by the Banks in improving the service quality and organizational performance through employees. Originality/ value: The bank managers , government and the other stakeholders are expected to realize the importance of Organizational Citizenship Behaviour (OCB) and build a good customer relationship and improve the service quality in the current context of emerging many new financial institutions.

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Soni Harsono, Tjahjani Prawitowati, Basuki Rachmat, and Harry Widyantoro. "MENGEMBANGKAN SERVICE ORIENTED-ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (SOCB) DAN KUALITAS LAYANAN (SERVQUAL))." Jurnal Penamas Adi Buana 3, no. 2 (December 20, 2019): 63–72. http://dx.doi.org/10.36456/penamas.vol3.no2.a2223.

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Kegiatan pelatihan “Mengembangkan Service Oriented-Citizenship Behaviour (SOCB) danKualitas Layanan (Servqual)” di BPD XXX dilaksanakan sebagai tindak lanjut dari hasilpenelitian PTUPT yang berjudul Pengembangan dan Implementasi Model SOCB dan Serqual padaIndustri Perbankan di Indonesia. Tujuan pelatihan ini untuk meningkatkan sikap kerja karyawanterkait dengan dimensi SOCB dan Servqual yang memiliki kesenjangan negatif agar menjadikesenjangan yang positif. Metode yang digunakan dalam pelatihan ini menggunakan metodeclassical yang dilengkapi dengan diskusi dan role play dengan pelibatan peran peserta pelatihansecara aktif. Hasil pelatihan tersebut, peserta memberikan respon yang positif ataspenyelenggaraan dan proses pembelajaran bersama narasumber. Selain itu, juga terjadipeningkatan pengetahuan sebelum dan setelah pelatihan. Peningkatan skor pemahaman tentangSOCB lebih besar daripada Servqual. Hal ini dikarenakan SOCB merupakan hal baru yangdipelajari, walaupun dalam layanan yang selama ini dilakukan juga telah mengandung perilakuSOCB. Selain itu dalam penugasan dan diskusi terkait dengan materi pelatihan, pesertamenyelesaikan dengan antusias. Saran-saran yang positif juga diberikan oleh peserta sebagaibentuk respon positif atas pelaksanaan pelatihan ini dan peserta dapat menerima materi denganpuas sehingga tercapai efektivitas pelatihan. Saran yang dapat disampaikan terkait tindak lanjutdari pelatihan ini adalah perlu adanya evaluasi tentang perubahan perilaku SOCB dan Servqualmelalui pengukuran sistematis. Pengukuran ini penting dilakukan karena akan dapatmenggambarkan capaian dari efektivitas pelatihan pada level tiga yaitu perubahan sikap atauperilaku. Selain itu sebaiknya pelatihan tentang SOCB dan Servqual dilaksanakan juga kepada stafyang lain secara kontinyu. Sebagai upaya dalam implementasi untuk membentuk danmeningkatkan SOCB serta kinerja Servqual, pengelola sumber daya manusia dapatmengaplikasikan metode coaching/ mentoring.

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Mohammad, Jihad, Farzana Quoquab, Hassan Alsaggaf, and Fauziah Sheikh Ahmad. "Development and validation of the green customer citizenship behaviour measurement." International Journal of Environment, Workplace and Employment 5, no. 4 (2019): 281. http://dx.doi.org/10.1504/ijewe.2019.10029232.

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Alsaggaf, Hassan, Fauziah Sheikh Ahmad, Farzana Quoquab, and Jihad Mohammad. "Development and validation of the green customer citizenship behaviour measurement." International Journal of Environment, Workplace and Employment 5, no. 4 (2019): 281. http://dx.doi.org/10.1504/ijewe.2019.107166.

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Tung, Vincent Wing Sun, Po-Ju Chen, and Markus Schuckert. "Managing customer citizenship behaviour: The moderating roles of employee responsiveness and organizational reassurance." Tourism Management 59 (April 2017): 23–35. http://dx.doi.org/10.1016/j.tourman.2016.07.010.

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Yin Yin Lau, Patricia, Sunyoung Park, and Gary N. McLean. "Learning organization and organizational citizenship behaviour in West Malaysia: moderating role of team-oriented culture." European Journal of Training and Development 44, no. 8/9 (July 6, 2020): 847–64. http://dx.doi.org/10.1108/ejtd-01-2020-0007.

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Purpose This study aims to examine the relationship between having a learning organization (LO) and organizational citizenship behavior (OCB), and the moderating role of team-oriented culture on this relationship. Design/methodology/approach Using 516 respondents from diverse industries in West Malaysia, the authors tested the psychometric properties of the three variables. Findings LO positively influenced OCB. Team-oriented culture moderated the relationship between having a LO and OCB. Originality/value This study helps explain how to achieve a LO in a context of high power distance and collectivist culture such as Malaysia. This study also highlights the importance of the anticipated synergistic effects of a LO and team-oriented culture in promoting OCB.

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Özduran, Ali, and Cem Tanova. "Manager mindsets and employee organizational citizenship behaviours." International Journal of Contemporary Hospitality Management 29, no. 1 (January 9, 2017): 589–606. http://dx.doi.org/10.1108/ijchm-03-2016-0141.

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Purpose This study aims to investigate how hotel managers with incremental mindsets influence the organisational citizenship behaviours (OCBs) of their subordinates through the process of coaching. Design/methodology/approach Surveys were collected from managers and employees of 12 five star hotels operating in Northern Cyprus. A sample of 176 employees and 40 managers from 40 departments responded to the survey. As the employees are nested in the departments, a multilevel analysis using hierarchical linear modelling was utilised. Findings Effects of higher incremental mindsets of managers on the OCBs of their subordinates are mediated by the coaching behaviour of the managers. Effective coaching serves as a mechanism through which the incremental mindsets lead to higher levels of employee OCBs. Practical implications A growth mindset-oriented organisational culture should be formed in hospitality organisations with shared beliefs that employee abilities are malleable and can be developed. Hotels should not only seek managers who have experience and knowledge, but should also strive to attract managers with incremental mindsets. Originality/value The study contributes to social exchange theory, the mindset and OCB literature by demonstrating how OCBs can be improved by management with higher incremental mindset through effective coaching using a multi-level model. The findings reveal that incremental mindset managers are more likely to demonstrate effective coaching which, in turn, leads to higher levels of OCBs in their team members.

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Felfe, Jörg, and Kathrin Heinitz. "The impact of consensus and agreement of leadership perceptions on commitment, Organizational Citizenship Behaviour, and customer satisfaction." European Journal of Work and Organizational Psychology 19, no. 3 (June 2010): 279–303. http://dx.doi.org/10.1080/13594320802708070.

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Liao, Chien Hsiang. "Does organizational citizenship behavior add value to human interaction with e-services?" Online Information Review 39, no. 4 (August 10, 2015): 485–504. http://dx.doi.org/10.1108/oir-01-2015-0005.

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Purpose – The purpose of this paper is to examine the causal associations among service innovation/improvement, organisational citizenship behaviour (OCB), and the user-perceived value of e-services. The context of service delivery is particularly based on human interaction in e-service encounters. Design/methodology/approach – In total, 403 respondents from 53 different service departments were selected in this study. To fit the structure between respondents and departments, this study uses hierarchical linear modelling to examine the research model. Findings – The results indicate that service innovation/improvement and the OCB of department staff both positively affect the user-perceived value of e-services. However, the OCB of department staff does not have a moderating effect on the association between service innovation/improvement and the user-perceived value of e-services. Originality/value – Prior studies suggest that the OCB of service employees strongly reinforces customer perceptions of service quality and satisfaction. However, this causal association was proven in the context of face-to-face human interactions. This study is a pioneer study in examining the associations between OCB and human interaction with e-services.

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Thevi, M. Abarna, and D. Jeba Priya. "Examining the Influence of the Demographic Variables on Organizational Citizenship Behavior Levels among Bank Employees in Madurai District." Shanlax International Journal of Arts, Science and Humanities 9, no. 3 (January 1, 2022): 61–66. http://dx.doi.org/10.34293/sijash.v9i3.4466.

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The study concentrates on the influence of the demographic variables on Organizational Citizenship Behavior levels among bank employees. Organizational Citizenship Behavior (OCB) is defined as the voluntary commitment exhibited by the employees within an organization. OCB allows employees to maintain continuous interaction with the existing and prospective customers, especially in branch banking. To increase productivity, efficiency, and customer satisfaction and reduce turnover rates and absenteeism, the organization should motivate and encourage the employees to exhibit OCB. Also, voluntary behaviour will result in the success of the organization. The study is focused on the effects of five dimensions of OCB as Altruism, Courtesy, Conscientiousness, Civic Virtue and Sportsmanship. The researcher uses a descriptive research design and a simple random sampling method with a sample size of 100 respondents. The main aim of the study is to examine the influence of the demographic variables on OCB levels among bank employees in the Madurai district.

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Ngo, Liem Viet, Nguyen Phong Nguyen, Kim Thien Huynh, Gary Gregory, and Pham Hung Cuong. "Converting internal brand knowledge into employee performance." Journal of Product & Brand Management 29, no. 3 (July 19, 2019): 273–87. http://dx.doi.org/10.1108/jpbm-10-2018-2068.

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Purpose Internal branding efforts are essential in improving employee performance in services marketing. Drawing on reformulation of attitude theory, this paper aims to contribute to the internal branding literature by positing that while internal brand knowledge (IBK) is essential for transforming brand vision into brand reality, it is not brand knowledge per se but its integration with other brand- and customer-related aspects that drive superior employee performance. In particular, this paper develops a cognitive-affective-behaviour model of internal branding proposing that IBK results in higher levels of employee brand identification (EBI); this sense of identification then motivates employees to engage in both employee-related and brand- and customer-focussed behaviours (i.e. brand citizenship behaviour [BCB] and customer-oriented behaviour [COB]), which in turn foster employee performance. Design/methodology/approach The hypotheses were empirically tested using a sample of 697 from services industry in Vietnam. Findings The findings indicate a sequential mediation model in that employee brand knowledge affects employee performance (both objective and subjective measures) through EBI, BCB and COB. Employee brand knowledge results in higher levels of EBI; this sense of identification then motivates employees to engage in employee-related brand and customer-focussed behaviours (BCB and COB), which in turn foster employee performance. Practical implications Firms should understand that IBK may not directly result in high levels of service performance, and instead should embrace the culture of self-driven positive brand-connection attitudes that motivate employees to engage in BCB and COB that are consistent with their sense of self. Originality/value This study makes a unique contribution to the internal branding literature by unravelling a pathway that integrates employees’ self-related psychological mechanism (EBI) and employee-related brand and customer-focussed behaviours (BCB and COB) through which employee brand knowledge is converted into employee performance.

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Seiling, Jane Galloway. "The role of the customer advocate: Contextual and task performance as advocacy participation." Journal of Management & Organization 14, no. 2 (May 2008): 127–40. http://dx.doi.org/10.5172/jmo.837.14.2.127.

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AbstractContextual performance in the workplace has been identified as including relational activities that maintain the broader social and psychological environment in which task performance occurs in organisations. In this conceptual writing, organisational advocacy (OA) is offered as a form of task and contextual performance that is pertinent in the 21st century, especially while serving and working with customers on a day-to-day basis. Organisational citizenship behaviour is conceptualised as a component of the contextual performance of OA. OA and customer advocacy are defined and models are provided, suggesting that what is thought, said, and done by organisational members must receive expanded attention, in this case, in dealing with internal and external customers.

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Van, Quang Ngo, and Zhi Yang. "Ethics of retailer and customer citizenship behaviour in e-commerce: the role of perceived reputation and identification." European J. of International Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ejim.2020.10026204.

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Seppälä, Tuija, Jukka Lipponen, Anat Bardi, and Anna-Maija Pirttilä-Backman. "Change-oriented organizational citizenship behaviour: An interactive product of openness to change values, work unit identification, and sense of power." Journal of Occupational and Organizational Psychology 85, no. 1 (January 12, 2011): 136–55. http://dx.doi.org/10.1111/j.2044-8325.2010.02010.x.

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Pelin, Irina Ioana, and Codruta Osoian. "Co-Workers Support and Job Performance." Studia Universitatis Babes-Bolyai Oeconomica 66, no. 2 (August 1, 2021): 74–86. http://dx.doi.org/10.2478/subboec-2021-0010.

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Abstract In the context of a global pandemic affecting businesses worldwide, management focus is oriented to what would enhance the employees’ work performance even in crisis situations. This paper aims to identify, explore and explain the relationships between social support, task performance and organizational citizenship behaviour as well as different demographic data which might influence these variables. The final goal is to propose relevant solutions and recommendations for managers and practitioners in human resources which could be easily applied and have a major impact on individual performance as well as on the overall performance of the organization. The quantitative research is based on a sociological survey consisting of two standardized questionnaires based on tested Likert scales measuring co-workers perceived support, employees’ task performance and organizational citizenship behaviour. The sample consists of 300 pairs of employees and their direct supervisors working in services companies based in Romania. The survey’s results are analysed by performing correlation and regression analyses in JASP 0.14.1.0 free software. The results show positive relationships between the variables yet it proves that co-workers’ support is not relevant for task performance. Valuable information regarding OCB and task performance can be added to the previous job performance research. Statistically significant relationships with demographic data could not be obtained. Further studies might consider a larger sample consisting of Europeans in more than one country as well as comparative analyses between countries and companies’ fields of activity.

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Cem Ersoy, Nevra, Marise Ph Born, Eva Derous, and Henk T. van der Molen. "The effect of cultural orientation and leadership style on self- versus other-oriented organizational citizenship behaviour in Turkey and the Netherlands." Asian Journal of Social Psychology 15, no. 4 (August 21, 2012): 249–60. http://dx.doi.org/10.1111/j.1467-839x.2012.01380.x.

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Srivastava, Shalini, and Deepti Pathak. "The Role of Moderators in Linking Job Crafting to Organizational Citizenship Behaviour: A Study on the Indian Hospitality Sector." Vision: The Journal of Business Perspective 24, no. 1 (October 7, 2019): 101–12. http://dx.doi.org/10.1177/0972262919869747.

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The purpose of this article is to test the conceptual model that addresses the association between job crafting (JC) and organizational citizenship behaviour (OCB) and also highlights how mindfulness and trust influence the JC and OCB relationship of front-line employees in hospitality sector. The data for the present study was collected from 246 front-line employees of Delhi-NCR regions of northern India. In order to avoid common method variance effect, the data was collected in two phases, namely T1 and T2. Techniques such as exploratory factor analysis (EFA), discriminant validity and confirmatory factor analysis were used to test the hypothesized model. The results show that JC strengthens OCB and also found that trust and mindfulness act as moderators for JC and OCB relationship. JC will help employees to manage their resources efficiently and this process of seeking resources and challenges at work is likely to increase OCB. Mindfulness promotes concentration and interest on work which in turn helps employees to explore new and creative ways to improve their work and makes it more meaningful which in turn improves the organization. The authors could not locate any study on JC in the Indian hospitality industry. In hotel industry, satisfaction and engagement of hotel workers is essential for superior customer service. Therefore, the outcomes of this research work could be helpful to the hotel managers in finding the alternative ways to motivate and engage employees in order to generate OCB. As the sample consisted of only 246 respondents belonging to the North Indian region, therefore, the outcomes of the study cannot be generalized. In future research, retesting of the new model can be done on a larger sample and different cultural contexts. Extended work of the current research work is likely to highlight the possible implications of JC in facilitating positive organizational outcomes and increased prosocial behaviour.

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Yadav, Brijesh Kumar, and Abhijeet Singh. "Analyzing the Influence of Customer Relationship Management on Firm Performance." International Journal of Customer Relationship Marketing and Management 5, no. 3 (July 2014): 69–97. http://dx.doi.org/10.4018/ijcrmm.2014070105.

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Today, companies have come to realize that customers are the foundation of a business and effective relationship management is indispensible for the success of an organisation. Hence, one of the most important objectives of a company is to satisfy its customers as they are the backbone and keep a business running. Moreover, it is being witnessed that customer's needs and buying behaviour have changed considerably. In order to meet ever changing demands, organisations need to adopt customer oriented marketing strategies to gain competitive advantage. Since customers nowadays are becoming more price sensitive and shift loyalty frequently in terms of selecting products and services of any company, it has become very difficult to retain them. As a result, emphasis on long term relationships with customers has gained momentum in businesses. The goal of the present study is to expand the study of customer relationship management (CRM) by investigating the association of dimensions of CRM and organizational performance. The study extends customer relationship management to the hotel industry context. It explores a set of CRM dimensions or constructs that are important for implementing CRM in hotel industry in Indian perspective.

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