|Title:||A development and test of a multi-focus model of oranisational citizenship behaviour for Hong Kong employees|
|Subject:||Hong Kong Polytechnic University -- Dissertations|
Organizational behavior -- China -- Hong Kong
Work ethic -- China -- Hong Kong
Employees -- China -- Hong Kong -- Attitudes
|Department:||Dept. of Management|
|Pages:||x, 174 leaves ; 30 cm|
|Abstract:||This study examined the social exchange process linking organisational justice and work-group cohesion as indirect determinants, and workplace trust and work-based social support as direct determinants of organisational citizenship behaviour (OCB). Trust and support are modelled as multi-focus constructs, including the organisation, the supervisor and the co-workers of the employee. The model was tested with a sample of personnel drawn from a variety of companies and industries in Hong Kong, with direct and indirect determinants rated by employees, and their OCBs rated by their direct supervisors. The results, obtained using hierarchical multiple regression analysis, suggested strong support for the relationship between distributive justice and conscientiousness, between interactional justice and altruism, between interactional justice and interpersonal harmony, between the organisational trust and protecting company resources, and between trust in co-worker and altruism. Marginal support was found for the relationship between perceived supervisor support and interpersonal harmony, and between perceived co-worker support and altruism. In general, there were significant relationships between formal procedure and interactional (but not distributive) justice/work-group cohesion and trust/support variables. Distributive justice was significantly related to perceived organisational support and perceived supervisor support only. The study also considers the extent to which trust and support variables mediate the relationships between organisational justice and work-group cohesion and OCBs. In general, there is little evidence that the trust/support variables had significant mediating effect, the only exception being the organisational trust. My findings indicated one marginally significant mediating path linking interactional justice, organisational trust, and protecting company resources. The limitations and the managerial implications of my findings are discussed. Further research directions are suggested. Overall speaking, this research found limited support for the social exchange theory in explaining the organisational citizenship behaviour of front-line employees in Hong Kong.|
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