Values That Work: Exploring the Moderator Role of Protestant Work Ethics in the Relationship between Human Resources Practices and Work Engagement and Organizational Citizenship Behavior

Abstract

This research aimed to analyze the moderating effect that Protestant work ethics (PWE) have on the relationship between human resources practices (HRP) and (a) work engagement (WE) and (b) organizational citizenship behavior (OCB). The sample consisted of 299 participants. The results revealed that PWE moderates the relationship between HRP and WE and OCB through five dimensions. The dimensions of PWE-leisure and PWE-centrality of work are moderators between the HRP and the WE. The dimensions of PWE-morality–ethics, PWE-wasted time, PWE-delay of gratification, and PWE-leisure moderate the relationship between HRP and OCB. The analysis offers additional evidence to existing literature in understanding how human resources practices facilitate the development of work engagement and citizenship behaviors. The workers’ values play an essential role here to strengthen that relationship and mitigate its harmful effects.

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

“…The fourth, civic virtue, denotes a desire to responsibly engage in the organization's activities. The final component, sportsmanship, entails demonstrating patience in less-than-ideal conditions to avoid receiving complaints ( Hanh Tran and Choi, 2019 ; Zúñiga et al., 2022 ). However, previous studies indicate that there are two distinct dimensions of OCB depending on the anticipated behavioral target, these are (i) OCBI—OCB that are directed towards individual s and/or groups in an organizational setting and (ii) OCBO—OCB directed towards the organization ( Ashfaq and Hamid, 2020 ; Lee and Allen, 2002 ; Somech and Khotaba, 2017 ; Williams and Anderson, 1991 ).…”

Sokongan Pengurusan Dan Pemindahan Latihan: Peranan Kesedaran Pembelajaran Sebagai Pengantara

“…Sebagai contoh, pekerja bersedia memindahkan segala pengetahuan dan kemahiran yang diperoleh untuk membantu rakan sekerja, menawarkan khidmat bantuan, bersedia menerima tugasan baharu, sanggup bekerja lebih masa, mewujudkan rasa kemasyarakatan dan menghulurkan faedah yang berguna kepada organisasi (Lovaas et al, 2020;Afram, et al, 2022;Abbasi et al, 2022). Tingkah laku positif ini boleh mendorong pekerja untuk menyumbang secara optimum terhadap peningkatan produktiviti, kecekapan dan kepuasan pelanggan, serta menyokong strategi dan objektif organisasi mereka (Mohamad et al, 2020b;Zúñiga et al, 2022). Terdapat kajian literatur yang terkini berkaitan pengurusan latihan pekerja yang menyokong bahawa pemindahan latihan adalah hasil kritikal daripada perhubungan antara sokongan pengurusan dengan kesedaran pembelajaran (Mohamad et al, 2020b;Yaghi & Bates, 2020).…”

Effects of Materialist Values and Work Centrality on Organizational Citizenship Behaviors

“…Eventually, employees who identify with their work invest more time and resources and contribute to favorable organizational outcomes. For instance, work centrality is linked to higher organizational commitment (Duffy et al, 2014; Uçanok Tan, 2016), organizational citizenship behaviors (Uçanok & Karabati, 2013; Ugwu & Igbende, 2017; Zúñiga et al, 2022), job satisfaction (Ziegler & Schlett, 2016), and achievement goal orientation (Moura & Oliveira-Silva, 2019). In other words, work centrality provides an impetus for the individual to engage in conscious, volitional behaviors and step above the formal requirements of the job.…”