Perceived Organizational Support, Coworkers’ Conflict and Organizational Citizenship Behavior: The Mediation Role of Work-Family Conflict

Abstract

The aim of the present study is to investigate the extent to which perceived organizational support and coworkers’ conflict and work-family conflict play a role in the performance of three types of organizational citizenship behaviors. A cross-sectional design was used comprising a sample of 164 health support workers working in Portuguese elderly care facilities. Using structural equation model findings showed that perceived organizational support is linked with organizational citizenship behaviors, directly and indirectly, via work-family conflict. Furthermore, coworkers’ conflict was also related with organizational citizenship behaviors, directly and indirectly via work-family conflict. The linkage between perceived organizational support and coworkers’ conflict through work-family conflict can offer new insights into how to enhance organizational citizenship behaviors by active management. These findings can help elderly care organizations and their managers to design better workplace conditions where organizational support and coworkers’ conflict can be better managed allowing workers to have more control over work-family conflict and promoting organizational citizenship behaviors.

Extra-role behaviour of non-family employees in private family firms through job crafting: mediating role of workplace flourishing

“…However, COR also theorizes the potential effect of perceived gain in resources on human perceptions (Hobfoll et al, 2018). For instance, perceived organizational support is a gain in resource and has a positive influence on an individual's perceptions (Andrade and Neves, 2022;Eisenberger et al, 1990). Hence, when employees receive helpful feedback or advice from their supervisors and peers on their work performance, they are likely to feel that the situation and characteristics of the job is a positive gain in resources (Rothmann et al, 2019).…”

Antecedents and Consequences of Organizational Citizenship Behavior in the Covid-19 Pandemic Era

“…OCB is a term that describes the behavior of different members of an organization that goes beyond the standard functions that each individual has been assigned (Flavian et al, 2019). Employees in companies that actively participate in OCB have a greater level of goal achievement, high-quality standards, strong employee work commitment, minimal absenteeism, and high job satisfaction and organizational loyalty (Andrade & Neves, 2022). Employees who think outside the box can go beyond the job description and sincerely perform critical to a successful business.…”

“…Employees who think outside the box can go beyond the job description and sincerely perform critical to a successful business. OCB can substantially impact organizational performance in general and especially on service quality in organizations with limited resources, such as philanthropic organizations (Andrade & Neves, 2022). Employees willing to carry out tasks not listed in their job description are the organization's wishes (Rahmanto, 2016).…”

Analysis of Loyal Work Behavior Personality Perspective and Organizational Work Culture

“…sincerely, voluntarily, happily and not always having to be ordered (Sinambela, 2021), and regulated by the company to provide a good service which is known as loyal work behavior. loyal work behavior is often interpreted as employee behavior outside of formal obligations (Sari & Ali, 2022), in other words employees do other work outside of their duties and responsibilities and there is no direct relationship with compensation (Andrade & Neves, 2022). That is, employees with high loyal work behavior are willing not to be paid in the form of money or bonuses, and each individual prefers social behavior that exceeds what is expected.…”