Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior.

Settoon, Randall P.; Mossholder, Kevin W.

doi:10.1037/0021-9010.87.2.255

Cited by 444 publications

(490 citation statements)

References 74 publications

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“…For Penner and colleagues, empathy is a defining element of the prosocial personality, and empirical findings show it to be a robust predictor of OCB (Penner, 2002;Penner & Finkelstein, 1998;Penner et al, 1997;Rioux & Penner, 2001). For organizational scholars and social psychologists alike, the psychological construct of empathy captures at least two distinguishable but related phenomena-perspective taking as the tendency to be aware of and adopt the perspective of the other (cognitive empathy) and empathic concern as the tendency to respond emotionally to the fortunes and misfortunes of others (affective empathy; Allen, Facteau, & Facteau, 2004;Davis, 1980Davis, , 1983Parker & Axtell, 2001;Settoon & Mossholder, 2002;Spector & Fox, 2002). Kidder (2002) and Kidder and McLean Parks (1993) contended that individuals high in empathic concern and perspective taking are more inclined to view altruism and courtesy as inrole forms of OCB.…”

Section: Hypothesismentioning

confidence: 99%

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

Kamdar¹,

McAllister²,

Turban³

2006

Journal of Applied Psychology

190

183

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The authors draw on theories of social exchange and prosocial behavior to explain how employee perceptions of procedural justice and individual differences in reciprocation wariness, empathic concern, and perspective taking function jointly as determinants of organizational citizenship behavior (OCB) role definitions and behavior. As hypothesized, empirical findings from a field study show both direct and interactive effects of procedural justice perceptions and individual differences on OCB role definition. In turn, OCB role definitions not only predict OCB directly but also moderate the effects of procedural justice perceptions on OCB. The authors explore the implications of these findings for practice as well as research.

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Section: Hypothesismentioning

confidence: 99%

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

Kamdar¹,

McAllister²,

Turban³

2006

Journal of Applied Psychology

190

183

View full text Add to dashboard Cite

show abstract

“…The scale consists of 10 items, using a fivepoint Likert scale (1 = never, 5 = always) and sample item of SEC: "People around here are mostly out for themselves" (α= 0. The measuring items of helping behavior were selected from the two complementary forms of inter-personal citizenship behavior (ICB), taskfocused ICB [16]. We use task-focused ICB items to measuring taskfocused helping behavior occurs within the work please.…”

Section: Methodsmentioning

confidence: 99%

Influence of Ethical Climate on Task-focused Helping Behavior

Chen¹,

Chen²,

Hu³

2017

Topics in Economics, Business and Management (EBM)

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Structural equation analysis with AMOS software utilized to examine the relationships between two-dimension ethical climate and task-focused interpersonal helping behavior. The result shows that a) other-focused moral reasoning ethical climate (OEC) is an important predictor of employees' task-focused interpersonal helping behavior, and b) self-focused moral reasoning ethical climate (SEC) alone is not related with task-focused helping behavior, however, c) when accompany with OEC, SEC become significantly and positively related with taskfocused helping behavior. This finding indicates that OEC plays a very curial role, it works like a kind of catalyzer or guarantee, which not only positive effect the helping behavior by itself, but also can turn SEC positive effect helping behavior.

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“…This concepts explain why EB is absolutely and interdisciplinary and transversal issue according to which employees are at the same time targets of EB Management, co-creators of firms' life, values and culture and final "users" of organization behaviour (Settoon & Mossholder, 2002).…”

Section: Research Gaps Hypotheses and Theoretical Implicationsmentioning

confidence: 99%

Employer Branding Management As A Strategic and Organizational Control Tool

2012

CBR

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The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines (strategic marketing, strategic management, and human resources management). This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research's evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values, goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship's perspective.Keywords: employer branding, organizational control, strategic control IntroductionValentina Della Corte, Gianluigi Mangia, Clelia Cascella, Giuseppina Zamparelli, Andrea Tomo University of Naples "Federico II", Naples, Italy This paper tries to analyze employer branding management as a tool of control, both in strategic and organizational terms. The theme of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge between the studies of strategic marketing and management and that of human resources management and organizational behaviour. In an era, when brand per se seems to have lost its power and meaning, serious and concrete branding strategies that are just the top of an iceberg of firm's investments on high quality services/products and talented human resources, on the contrary, show to be even possible source of strategic competitive advantage (Della Corte, Mangia, 2010;Della Corte, Mangia, Micera, & Zamparelli, 2011).Employer branding is therefore an approach that based on effective strategic organizational resources and a precise employer bra...

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Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior.

Cited by 444 publications

References 74 publications

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

Influence of Ethical Climate on Task-focused Helping Behavior

Employer Branding Management As A Strategic and Organizational Control Tool

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