How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views

He, Peixu; Peng, Zhenglong; Zhao, Hongdan; Estay, Christophe

doi:10.1007/s10551-017-3550-2

Cited by 121 publications

(139 citation statements)

References 72 publications

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“…Prior research on OCB—“individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in aggregate promotes the effective functioning of the organization” ( Organ, 1988 , p. 4)—has advocated its positive influences on employees and organizations. However, in recent years, there is an emerging stream of research starts to question the exclusive discretionary nature of OCB ( Youn et al, 2017 ; Germeys et al, 2019 ) and examine the potential negative consequences of OCB ( Deery et al, 2017 ; De Clercq et al, 2019 ; He et al, 2019a ). In particular, the destructive effects of the enforced/non-voluntary version of citizenship behavior, which was described by Vigoda-Gadot (2006) as CCB, have attracted considerable attention from OB and human resource management (HRM) scholars (e.g., Zhao et al, 2014 ; He et al, 2018 , 2019a ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…Employees who interpret citizenship pressure negatively are likely to engage less in taking individual initiatives and which have negative impact on performance (Bolino and Turnley, 2005). Particularly, He et al (2019a) have highlighted the positive influence of CCB on counterproductive work behaviors (CWBs). Spanouli and Hofmans (2016) research also showed that elicited organizational citizenship behavior [(OCB) i.e., increased citizenship demands] can have an adverse effect for the organization by backfiring and leading to increased CWBs.…”

Section: Introductionmentioning

confidence: 99%

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Compulsory Citizenship Behavior and Employee Creativity: Creative Self-Efficacy as a Mediator and Negative Affect as a Moderator

Zhou

Zhao

et al. 2020

Front. Psychol.

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Workplace stressors were identified to have critical impacts on employee creativity. However, little is known about how and when involuntary citizenship behavior [i.e., compulsory citizenship behavior (CCB)]-induced stress might exert an influence on employee creativity. To fill this knowledge gap, the present study firstly develops a moderated mediation model to investigate the CCB-employee creativity association as well as the underlying mechanism and contextual condition of this relationship. By integrating social cognitive theory such as self-efficacy theory and conservation of resources (COR) theory, we propose that CCB predicts employee creativity through the mediating role of creative self-efficacy (CSE), with the individual characteristics (i.e., personality traits) of negative affect acting as a boundary condition. Using twowave time-lagged survey data collected from a sample of 251 frontline employees in 10 manufacturing firms in Southern China, the results show that: (a) CSE mediates the negative relationship between CCB and employee creativity; (b) negative affect moderates the relationship between CCB and CSE; (c) negative affect moderates the indirect influence of CCB on employee creativity through CSE. As the level of negative affect rises, this indirect relationship is stronger. Finally, important theoretical and managerial implications and promising avenues for future research are addressed.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Compulsory Citizenship Behavior and Employee Creativity: Creative Self-Efficacy as a Mediator and Negative Affect as a Moderator

Zhou

Zhao

et al. 2020

Front. Psychol.

Self Cite

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“…The process of maintaining social stability through informal social consensusknown as social exchange (Blau, 1964)provides a basis for orderly, productive and predictable social systems to thrive. Of considerable importance is the norm of reciprocity, which requires individuals to help (and not harm) individuals who help them (He et al, 2017). Studies of social exchange suggest that individuals who are unwilling to engage in reciprocal exchange prevent the establishment of mutually beneficial and supportive relationships and are likely to become targets of corrective actions, such as silence (Erkutlu and Chafra, 2016;He et al, 2017).…”

Section: Ejmbe 283mentioning

confidence: 99%

Leader Machiavellianism and follower silence

Erkutlu

Chafra

2019

EJMBE

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Purpose -Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee's quiescent silence. Specifically, the authors take a relational approach by introducing employee's relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach -Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings -The results of this study supported the positive effect of leader Machiavellianism on employee's quiescent silence as well as the mediating effect of employee's relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications -The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value -This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing workplace silence.

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“…Performance appraisals are results-based; rating employees based on completing tasks and meeting strategic goals (Conzelmann, 2020). Results of performance reviews may stimulate an increase in employee performance and justify the need to change employee salaries (Baeza et al, 2017;He et al, 2019;Jahangir et al, 2004). Employees perceive performance appraisals as a segue to weed out strongest and weakest performers, and as a tool for leaders to promote or terminate employees (Conzelmann, 2020;Oh et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…Compensation and benefits include incentive strategies for performance improvement and organizational success. A focus on identifying highperformance employees who exhibit OCBs, measuring the extent to which employees meeting specific OCB criterion, and recognizing such behaviors can increase the sustainability and functionality of organizations(Bishop & Ross, 2018;He et al, 2019). Current research about what basic terms could define and measure OCB is timely and necessary.…”

mentioning

confidence: 99%

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

Conzelmann

2020

BEL

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The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.

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How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views

Cited by 121 publications

References 72 publications

Compulsory Citizenship Behavior and Employee Creativity: Creative Self-Efficacy as a Mediator and Negative Affect as a Moderator

Compulsory Citizenship Behavior and Employee Creativity: Creative Self-Efficacy as a Mediator and Negative Affect as a Moderator

Leader Machiavellianism and follower silence

Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology

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