Invited reaction: Examining the role of perceived leader behavior on temporary employees' organizational commitment and citizenship behavior

Abstract

We share the authors' belief that contingent workers play an increasing role among the workforce in general (Desiderio, Djibo, & Price, 2010). As the authors state, the increase of temporary work is primarily due to economic demands. Particularly when confronted with seasonal or economic fluctuations, contingent work may be a means to enhance efficiency and flexibility.For several reasons it is an important issue to address questions related to the specific work situation of temporary workers, who do not hold long-term employment contracts. First, we agree that there are good reasons to challenge the assumption that findings with permanent workers can be easily generalized for the group of contingent workers without further evidence. Second, the authors make an important point when they highlight that contingent work may cause specific risks for the organizations that may compensate potential benefits. The development toward increased use of temporary employment was not primarily initiated or desired by employees. This has raised concerns about the impact of temporary employment on the individual (De Cuyper, de Jong, De Witte, Isaksson, Rigotti, & Schalk, 2008).Actually, the bulk of research in the field of work-related attitudes such as job satisfaction or organizational commitment, and so forth, has been conducted with employees holding regular permanent working contracts. The same holds true for the research that examines the impact of different leadership behaviors on the aforementioned attitudes as well as performance indicators. One of the performance indicators that has gained growing interest is organizational citizenship behavior (OCB), which serves as an umbrella term for a variety of extrarole behaviors. These behaviors have been shown to be favorable for the organization' s performance and success. Moreover, leadership

Antecedents of commitment to a parent company and to a local operation: empirical evidence from western employees working for multinational companies in Vietnam

“…Therefore, this leads to the growing need of developing a conceptualization of DOC as a multidimensional construct to have a comprehensive view about DOC. Felfe and Franke (2010) state that the model of three-commitment components of Meyer and Allen (1991) is currently well established and can be used to examine DOC. Basing on this suggestion, we define DOC as a positive force that gives positive direction to behavior and binds an employee to both a parent company and a local operation during international assignments.…”

Revisiting The Relationship Between Psychological Contract And Job Satisfaction: The Moderating Role Of Organisational Commitment Behaviour And Team Building

“…Data were collected from three private higher education institutions. The selection of multiple sectors is aligned with previous research [24,25,26,27]. The unit of analysis in this research was three HEIs located in Noida and Gurugram.…”

Compassion in Hotels: Does Person–Organization Fit Lead Staff to Engage in Compassion-Driven Citizenship Behavior?

“…Given that social exchanges on which OCBs develop are based on unspecified benefits to be received in an unspecified (typically long-term) time frame (Blau, 1964), contract type-temporary or permanent-may affect the above-predicted relationship. As temporary workers have a shortterm contract, in line with the future time perspective (FTP) framework (Felfe & Franke, 2010), they may reduce their OCB engagement in response to POF, given that the potential reward for such behavior is less likely to be gained in the short term (Wei, 2012). In contrast, employees who have an expansive FTP (such as permanent workers) are more inclined to engage in long-term goals (Felfe & Franke, 2010) and are therefore more likely to display behaviors that benefit their hotel and its members, building social exchange processes (Bal et al, 2010).…”