| Author: | Wat, Dennis K. C |
| Title: | A model of organizational citizenship behavior : the mediating role of trust and empowerment |
| Degree: | D.B.A. |
| Year: | 1999 |
| Subject: | Organizational behavior Hong Kong Polytechnic University -- Dissertations |
| Department: | Department of Management |
| Pages: | x, 187 leaves : ill. ; 30 cm |
| Language: | English |
| 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. |
| Rights: | All rights reserved |
| Access: | restricted access |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b15030532.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 5.9 MB | Adobe PDF | View/Open |
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