A model of organizational citizenship behavior : the mediating role of trust and empowerment

Pao Yue-kong Library Electronic Theses Database

A model of organizational citizenship behavior : the mediating role of trust and empowerment

 

Author: Wat, Dennis K. C
Title: A model of organizational citizenship behavior : the mediating role of trust and empowerment
Year: 1999
Subject: Organizational behavior
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Management
Pages: x, 187 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1503053
URI: http://theses.lib.polyu.edu.hk/handle/200/3329
Abstract: Organizational citizenship behaviors are organizational members' innovative, spontaneous, and "extra-role" activities that exceed their job descriptions and cannot be specified in advance. Prior empirical works have established that there are five dimensions of organizational citizenship behaviors, namely, conscientiousness, sportsmanship, civic virtue, courtesy, and altruism. There are suggestions that that these behaviors lead to high service quality and organizational effectiveness. This paper proposes a parsimonious and portable model, underpinned by social exchange theory on equity and reciprocity, which comprises several direct and indirect influences on organizational citizenship behaviors. Specifically, this paper proposes that trust in and loyalty to the leader and intrapersonal empowerment (comprising the dimensions of meaning, competence, self-determination, and impact) mediate the influence of leader supportiveness, perceived fairness and leader-member exchange (LMX) on organizational citizenship behaviors. It is also proposed that trust and empowerment mediate the effects of leader supportiveness, perceived fairness and LMX on job satisfaction and organizational commitment. This model was tested with a sample of investment banking marketing personnel in Hong Kong, using data from supervisors to measure organizational citizenship behaviors. The results showed that trust in and loyalty to leader and intrapersonal empowerment mediate the effects of leader supportiveness, perceived fairness, and LMX on the organizational citizenship dimensions of conscientiousness, sportsmanship, courtesy, and altruism. However, trust and empowerment do not mediate the effects of leader supportiveness, perceived fairness, and LMX on either job satisfaction or organizational commitment. The implications of findings for human resource management and sales managers and the directions for further research are discussed.

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