Supervisory support and organisational citizenship behaviour: the role of self-efficacy as mediator

Abdullah, Meor Rashydan; Marican, Sabitha

doi:10.1504/ijpspm.2020.110989

Cited by 4 publications

(16 citation statements)

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“…Third, the results suggested that supervisory support is significantly positive with OCB, thus confirming past empirical findings ( Yadav and Rangnekar, 2015 ; Tang and Tsaur, 2016 ; Abdullah and Marican, 2020 ). Supervisory support plays a significant role in influencing employees’ extra-role behavior.…”

Section: Discussionsupporting

confidence: 87%

“…such as (Hobfoll, 2002;Wang, 2014;Yadav and Rangnekar, 2015;Tremblay and Gibson, 2016;Abdullah and Marican, 2020), which highlighted the role of supervisory support in assisting employees in engaging in OCB. Summarily, employees who perceive supervisory support will be in a state of resource gain spiral (Hobfoll, 2002), which encourages them to invest in personal resources by engaging in extra-role behavior to gain further resources.…”

Section: Discussionmentioning

confidence: 99%

“…Employee development outlines the importance of interactions between organizations, managers, and employees by emphasizing a supportive working environment, such as organizational support and supervisory support ( Mylona and Mihail, 2020 ). Studies on supportive working environment and OCB have examined the effect of organizational support ( Reader et al, 2017 ; Han et al, 2019 ; Jehanzeb, 2020 ; Andriyanti and Supartha, 2021 ), co-worker support ( Pasamehmetoglu et al, 2017 ), and supervisory support ( Yadav and Rangnekar, 2015 ; Tang and Tsaur, 2016 ; Akram et al, 2018 ; Shu et al, 2018 ; Abdullah and Marican, 2020 ). Most studies on OCB were conducted in developed countries, such as the United States and European countries.…”

Section: Introductionmentioning

confidence: 99%

“…Significant studies have supported the predictive ability of supervisory support and OCB ( Tang and Tsaur, 2016 ; Kaur and Randhawa, 2021 ). Nonetheless, few studies have examined the subject in the non-Western context ( Ladebo, 2008 ; Yadav and Rangnekar, 2015 ; Tang and Tsaur, 2016 ; Akram et al, 2018 ), specifically in developing countries such as Malaysia ( Abdullah and Marican, 2020 ). Podsakoff et al (2017) proposed that research on supervisory support should be reconsidered under a different context and include the significance of the concept in predictive behavioral workplace outcomes.…”

Section: Introductionmentioning

confidence: 99%

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The moderating effect of self-efficacy on supervisory support and organizational citizenship behavior

Abdullah

Wider²

2022

Front. Psychol.

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The study aims to examine the moderating effect of self-efficacy on supervisory support and organizational citizenship behavior (OCB). An individual’s self-efficacy is defined as their belief in their own ability to successfully complete a goal or task, which influences their motivation, persistence, and decision-making. This study is based on the Conservation of Resource Theory, which holds that personal resources such as self-efficacy can influence employees’ perceived support and extra-role behavior (OCB). The data were collected from 618 employees in four public sector organizations in Putrajaya, Malaysia through a questionnaire survey and analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. Resultantly, supervisory support demonstrated a significant positive relationship with OCB. The results suggested that personal resources, such as self-efficacy increase the level of OCB with lower or higher perceived supervisory support. The results highlighted that self-efficacy strengthens supervisory support relations with OCB when supported by employees’ self-belief and confidence. It is critical to investigate the role of self-efficacy because industries must constantly change, and employees must have self-efficacy resources to continuously improve and sustain their performance level. The findings can contribute to the literature and open new avenues for future research.

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Section: Discussionsupporting

confidence: 87%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The moderating effect of self-efficacy on supervisory support and organizational citizenship behavior

Abdullah

Wider²

2022

Front. Psychol.

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“…There has been relatively little research on the influencing factors of SE, focusing mainly on leadership styles (Newman et al, 2019). Existing research has also confirmed that SE plays an important mediating role between environmental and personal factors (Abdullah and Marican, 2020;Tang et al, 2020). However, there is little literature examining SE of frontline employees in high-pressure contexts (Shao et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and frontline employees’ service improvisation: The mediating role of self-efficacy

Zhang

Wang

2022

Front. Psychol.

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The uncertainty of the COVID-19 pandemic has brought unprecedented challenges to frontline employees in tourism enterprises. In the context of the COVID-19 pandemic, the fulfillment of corporate social responsibility is of great significance. Based on the social cognitive theory, a conceptual framework was established to investigate the relationship between corporate social responsibility and tourism service improvisation, along with the mediating role of self-efficiency. A total of 405 self-administered questionnaires were collected through three times. The results revealed that frontline employees’ perception of corporate social responsibility had a significant positive impact on self-efficacy and service improvisation, as well as self-efficacy had a significant positive impact on service improvisation. Meanwhile, self-efficacy played a partial mediating role in the relationship between corporate social responsibility and service improvisation. Theoretical and practical implications, along with limitations and future research directions, were discussed.

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Literature review of the organizational citizenship behavior of employees in the public sector

Iqbal,

Ika Nurul Qamari,

Arni Surwanti

2024

IJRBS

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This study contributes to our understanding of employee behavior in governmental organizations. This paper aims to demonstrate the effects of organizational culture, transformational leadership, and work motivation on organizational citizenship behavior (OCB). This paper also aims to conduct a literature evaluation on the OCB of the public sector, using VOSviewer to acquire a visual representation of the research's progress. The VOSviewer for visualizing research progress adds value by providing a clear and intuitive representation of the scholarly landscape. Visualizing connections and clusters among documents can facilitate the identification of key themes and research directions. The study searched the Scopus database using the keywords "organizational citizenship behavior public sector," resulting in the discovery of 85 relevant documents. The study analyzed documents published between 2019 and 2023. Afterward, the study selected 25 documents with the highest rankings as references using Publish or Perish. Supplementary documents were discovered through Google Scholar and Proquest. In comparison to other studies, this research is more diverse in the variables, providing integrated information in the public sector. Consequently, this research remains pertinent. Nevertheless, the amount of study conducted on OCB in the public sector has been limited. Therefore, there is a potential for further investigation in this field. The main findings of the study demonstrate that (i) underscore the relevance of promoting a positive organizational culture, fostering transformational leadership, and enhancing work motivation to encourage OCB among public sector employees and finally (ii) the results of this study indicate that influential factors have a positive impact significantly on the OCB in the public sector.

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Supervisory support and organisational citizenship behaviour: the role of self-efficacy as mediator

Cited by 4 publications

References 0 publications

The moderating effect of self-efficacy on supervisory support and organizational citizenship behavior

The moderating effect of self-efficacy on supervisory support and organizational citizenship behavior

Corporate social responsibility and frontline employees’ service improvisation: The mediating role of self-efficacy

Literature review of the organizational citizenship behavior of employees in the public sector

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