Participation, Engagement, and Organizational Citizenship Behavior Among Public Employees

Abstract

Despite considerable research on the importance of a management practice emphasizing the relational aspect such as participative management, little is known regarding the mechanism through which this relation-oriented management practice motivates public employees to cultivate pro-organizational work behavior such as organizational citizenship behavior. Using data from public employees in South Korea, this study examines the association between participative management and organizational citizenship behavior. We also explore how participative management sparks public employees to be engaged in their job, which in turn leads to higher organizational citizenship behavior. By identifying employee engagement as a mediating mechanism that links participative management and organizational citizenship behavior, this study offers insights into the role of relational management practices in public settings.

Does Overqualification Play a Promoting or a Hindering Role? The Impact of Public Employees’ Perceived Overqualification on Workplace Behaviors

“…Firstly, overqualified public employees perceived themselves as having more job control, leading to more OCB. In recent years, OCB has been encouraged in the public sector [17]. According to our results, public employees with high POQ should be responsible for more important tasks and given more opportunities for visits, study, exchanges, and secondments to meet their growth needs, and to avoid making them think that they are snubbed.…”

“…Because focusing only on one set of responses can lead to a rather fragmentary understanding of the psychology and behavior triggered by the POQ [15], we aim to reconcile the negative and positive consequences of public employees' POQ from approach (prosocial behavior) and avoidance (deviant behavior) tendencies, reflecting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), respectively, and building upon the conservation of resource theory (COR). These two behaviors are widely valued and represent typical positive and negative behaviors in the public sector [16,17]. The COR theory posits that individuals tend to conserve, protect, and acquire resources.…”

The Relationship between Perceived Organizational Support, Work Engagement, Organizational Citizenship Behavior, and Customer Orientation in the Public Sports Organizations Context

“…Furthermore, they can consider the organization's work as part of their area, contributing not only to their own goals but also to achieving the organizational goals [58]. In sports, it was reported that the WE of employees in private and public sports centers had a positive effect on OCB [59,60]. This study proposes the following hypothesis based on existing theoretical and previous empirical studies.…”

The Impact of Organizational Culture and Working Motivation on Performance of Employee: A Case Study at Government Organization

“…While the participative management approach is considered to be able to increase employee motivation and also improve employee performance (B. J. Kim, 2023). And also, in certain situations work motivation can decrease and have a negative impact on employee performance.…”