Collectivistic norms, beliefs and Mexican OCBs: gender and generation differences

Abstract

PurposeThe authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations.Design/methodology/approachThe authors researched the relationship between Mexican employees' collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators.FindingsCollective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women.Research limitations/implicationsGender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study's findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980).Practical implicationsThe results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources.Social implicationsGlobal managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization's sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity.Originality/valueThe authors filled a gap in scholar's understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.

Adopting human resource information system and work-related outcomes in emerging market SMEs: unified theory of acceptance and use of technology

“…The notion of organizational citizenship is influenced by the concept of extracurricular activities suggested by Katz (1964). OCBs are non-essential behaviors for the job, including showing consideration for other staff members and being considerate of co-workers and the organization (Baeza et al, 2022;Jayaweera et al, 2021). In informal organizations, this voluntary, spontaneous, and contributing behavior is the result of personal initiative, and exceeds the organization's contractual obligations (Choi and Sy, 2010).…”

“…The notion of organizational citizenship is influenced by the concept of extracurricular activities suggested by Katz (1964). OCBs are non-essential behaviors for the job, including showing consideration for other staff members and being considerate of co-workers and the organization (Baeza et al. , 2022; Jayaweera et al.…”

Advancing Corporate Social Responsibility: Development of a Measurement Scale Unveiling Organizational Citizenship Behaviors in Culturally Diverse Environments

“…First, this scale can help human resource practitioners identify OCBCs in their organizations. Managers need to adjust to the new human resources approach that welcomes diversity (Yu et al, 2022;Baeza et al, 2022). Despite the importance of OCBs to organizational effectiveness, encouraging employee expressions of OCBs remains a challenge for HR managers (Rurkkhum & Bartlett, 2018, p. 108).…”

Unlocking the gender diversity–group performance link: the moderating role of relative cultural distance

“…Stedham and Yamamura, 2004). Indeed, recent studies have shown that this dimension is crucial to understanding the role of culture in group performance in the workplace (Baeza et al, 2022;Staples and Zhao, 2006) because it influences members' appraisal of collective and personal benefits as well as their capacity to work interdependently on collaborative tasks. Along with individualism-collectivism, power distance is key to group performance, as it allows us to explain different group members' attitudes about gender roles and beliefs in power dynamics (Szymanowicz and Furnham, 2013), which may ultimately affect the effectiveness of collaborative learning groups (Cole et al, 2013) [2].…”

“…Stedham and Yamamura, 2004). Indeed, recent studies have shown that this dimension is crucial to understanding the role of culture in group performance in the workplace (Baeza et al. , 2022; Staples and Zhao, 2006) because it influences members' appraisal of collective and personal benefits as well as their capacity to work interdependently on collaborative tasks.…”