Diversity management and OCB: the connection evidence from the Lebanese banking sector

Baba, Ibrahim El

doi:10.1108/edi-03-2017-0059

Cited by 35 publications

(38 citation statements)

References 99 publications

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“…On the basis of above discussion, the following hypothesis has been derived. Moreover, Bizri (2018) empirically confirmed that the effective commitment to the organization and employees work engagement has been positively affected by diversity management, which result in positive effect on worker's OCB. However, the findings negate any direct influence of diversity management on normative commitment or on OCB.…”

Section: Journal Of Management and Research (Jmr)mentioning

confidence: 71%

Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion

Khan

Jabeen

2019

JMR

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This research is aimed to investigate the effects of workplace diversity on organizational citizenship behavior with the mediating role of inclusion. Today the problems faced by the organization’s executives are to develop a culture that gives value to differences and enhances the efficiency of the entire workforce. Employees of the IT sector of Lahore are selected as respondents and the data is collected through an adapted questionnaire. The sample size is 368 and convenience sampling is used. Regression analysis is applied to evaluate the data through SPSS software. Findings show that workforce diversity decreases organizational citizenship behavior but this relationship can be modified by applying the mediating role of inclusion. Results will help out the decision-making authorities to understand how effective workplace diversity management influences the employee’s citizenship behaviors.

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Section: Journal Of Management and Research (Jmr)mentioning

confidence: 71%

Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion

Khan

Jabeen

2019

JMR

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“…The context of the study is the Lebanese banking sector, which constitutes an interesting place to investigate these relationships for two reasons. First, the Lebanese banking sector has long been considered one of the most advanced and resilient in the region (Itani Traboulsi, 2019; Bizri, 2018), always on the forefront in demonstrating socially responsible behavior and undertaking CSR initiatives to support the communities in which it operates (Gali et al , 2016). This means that if CSR was ever practiced in Lebanon, it would be within the banking sector, where 62% of the banking institutions reported a formal application of CSR practices, while only 20% of the institutions in the tourism sector reported such application (Al Am, 2016).…”

Section: Introductionmentioning

confidence: 99%

The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement

Baba

Wahbi

Jardali

2021

JOEPP

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PurposeOne of the main challenges of human resource management (HRM) functions is how to leverage an organization's corporate social responsibility (CSR) practices for the improvement of employees' job performance. The rationale is that employees identify with and learn from CSR best practices and try to replicate them in their own capacities on the job, thus elevating levels of performance. This study aims at investigating the impact of organizational CSR practices on employee job performance, in the presence of important job attitudes, namely, affective commitment and work engagement.Design/methodology/approachThe study employed structural equation modeling to analyze data that were collected through a survey of previously validated scales. The survey was distributed using the convenience sampling technique among respondents in the Lebanese banking sector, and 302 useable surveys were collected.FindingsThe structural model confirmed the significant influence of CSR best practices on job performance, in the presence of significant mediation effects of affective commitment and work engagement.Practical implicationsThe effects of organizational CSR could be underscored through a variety of HR initiatives that aim at promoting employees' identification with the organization and its CSR goals, thereby enhancing affective organizational commitment and work engagement. Levels of affective commitment and work engagement could be periodically assessed and enhanced through HR-led programs to facilitate and augment their mediatory effects on job performance.Originality/valueThis study fills a gap in the literature by shedding light on the impact of CSR practices on employees' affective commitment and work engagement within the framework of the social cognitive theory. It highlights the importance of employees' identification with their organization's CSR values and practices, leading to improved job performance, a dynamic that has not been studied in previous research. This study also serves as a point of reference to future studies that will be conducted after the Lebanese banking sector undergoes restructuring, following accusations of corruption and mismanagement.

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“…The prevailing literature suggests that when organizations create fair and inclusive environments, where employees are treated as insiders whilst keeping their uniqueness [5], those employees are likely to respond by demonstrating desirable behaviors that are valued by the organization [6,7], including organizational citizenship behaviors [8].…”

Section: Introductionmentioning

confidence: 99%

“…More specifically, multiple studies identified some significant antecedents of OCBs, such as perceived organizational support (e.g., [24][25][26]), perceived justice (e.g., [27]), a climate for diversity (e.g., [28][29][30]), and inclusion (e.g., [31,32]). The relationship between workplace climate and OCB has often been explained through the existence of a direct link between what the organization offers to employees and what they give back in terms of OCB [8]. More specifically, a work environment that promotes inclusiveness is one where employees are treated as insiders while keeping their uniqueness [4,5].…”

Section: Introductionmentioning

confidence: 99%

“…More specifically, a work environment that promotes inclusiveness is one where employees are treated as insiders while keeping their uniqueness [4,5]. In such a work climate, employees will feel they are appreciated for the unique value each of them represents in the eyes of the organization and the unique input each of them contributes; as a consequence, they will tend to reciprocate by behaving the way they perceive they are treated [8]. Namely, if they perceive their organization treats them with trust, fairness, and concern or interest, then they will feel an obligation to avoid destructive actions, this resulting in increased job performance and higher levels of OCB [33].…”

Section: Introductionmentioning

confidence: 99%

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The Relationship between Inclusion Climate and Voice Behaviors beyond Social Exchange Obligation: The Role of Psychological Needs Satisfaction

et al. 2021

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Several studies have identified a work environment that promotes inclusiveness as a significant predictor of affiliative organizational citizenship behavior or OCB (such as helping), whereas not much research has focused on inclusion and challenging OCB (i.e., voice). Moreover, no previous studies have explored the above-mentioned relationship in the light of self-determination theory (SDT), given that social exchange theory has traditionally been used as the main explanatory mechanism. Therefore, the aim of the present research was to test the mediating role of basic psychological needs satisfaction in the relationship between inclusion climate, promotive voice and prohibitive voice. Data were collected through self-report questionnaires administered to 246 employees of an international company operating in the service industry. Structural equation modelling was used to analyze the data utilizing R software. Results showed that satisfaction of the needs for autonomy, competence and relatedness partially mediated the relationship between inclusion climate and promotive and prohibitive voice, therefore supporting the idea that social exchange might not be the only determinant for employees to engage in voice behavior. Most importantly, those findings underline how a truly inclusive workplace needs to fulfil its employees’ basic needs of behaving volitionally, feeling effective and connecting meaningfully; this would motivatethe workers to voice their suggestions and concerns.

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Diversity management and OCB: the connection evidence from the Lebanese banking sector

Cited by 35 publications

References 99 publications

Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion

Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion

The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement

The Relationship between Inclusion Climate and Voice Behaviors beyond Social Exchange Obligation: The Role of Psychological Needs Satisfaction

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