scholarly journals Employee’s Market Orientation Behavior and Firm’s Internal Marketing Mechanism: A Multilevel Perspective of Job Performance Theory

2021 ◽  
Vol 13 (12) ◽  
pp. 6972
Author(s):  
Eldon Y. Li ◽  
Shu-Fen Ko ◽  
Ya-Ling Wu
Keyword(s):  
Market Orientation ◽  
Organizational Citizenship Behavior ◽  
Knowledge Integration ◽  
Hierarchical Linear Model ◽  
Internal Marketing ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Corporate Management ◽  
Orientation Behavior ◽  
Performance Goal

The competition in today’s market is increasingly intensive. Employees’ market orientation behavior (MOB) is crucial for a firm to respond to market changes and attain its business performance goal. Moreover, a firm must exercise the internal marketing mechanism (IMM) to prepare employees for providing superior service to satisfy internal and external customers’ needs. This study aims to examine how the IMM works with knowledge integration (KI), relationship quality (RQ), relational bond (RB), and organizational citizenship behavior (OCB) to influence MOB. A total of 471 valid responses from employees of 47 banks were collected. The Hierarchical Linear Model is used to analyze the IMM’s effects (as the organizational-level variable) on MOB (as the outcome variables) and the relationships between the other variables (as the individual-level variables) and MOB. The results show that all predictor variables have significant and direct effects on MOB. The IMM’s moderating effects are significant when it interacts with OCB and RB, but not RQ. The negative interaction effect of IMM and OCB offers a caveat to corporate management in balancing OCB activities among the employees.

How to Facilitate Innovative Behavior and Organizational Citizenship Behavior: Evidence From Public Employees in Korea

2020 ◽  
pp. 009102602097757
Author(s):  
Yoon Jik Cho ◽  
Hyun Jin Song
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Hierarchical Linear Model ◽  
Positive Influence ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Innovative Behavior ◽  
Role Behaviors

For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational citizenship behavior (OCB). Both behaviors have been discussed as determinants of individual and organizational performance. Filling the gap of the existing studies, the current research comprehensively considers organizational characteristics, task characteristics, and motivational factors in explaining those behaviors. Integrating two data sets, the 2015 and 2016 Perception of Public Officials Surveys administered by the Korea Institute of Public Administration (KIPA), we conducted a hierarchical linear model (HLM) analysis to examine the effects of determinants in the Korean context. Based on the multi-level analysis, this research demonstrates the positive influence of autonomy and PSM on both behaviors. Among organizational-level variables, cooperative culture increases the innovative behavior, whereas the lack of organizational support decreases it. We provide several managerial implications based on the findings.

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Imanol Belausteguigoitia
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Behavior ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Retail Sector ◽  
Goal Congruence ◽  
Content Type ◽  
Informational Justice ◽  
Work Related

PurposeThe purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this detrimental effect might be mitigated by employees' access to valuable peer-, supervisor- and organizational-level resources. The frustrations stemming from a dissatisfactory career might be better contained in the presence of these resources, such that employees are less likely to respond to this resource-depleting work circumstance by staying away from extra-role activities.Design/methodology/approachThe research hypotheses were tested with survey data collected from employees who work in the retail sector.FindingsCareer dissatisfaction relates negatively to organizational citizenship behaviors, and this relationship is weaker at higher levels of peer goal congruence, supervisor communication efficiency and organization-level informational justice.Practical implicationsFor organizations that cannot completely eradicate their employees' career-related disappointment, this study shows that they can still maintain a certain level of work-related voluntarism, to the extent that they develop and hone valuable resources internally.Originality/valueThis study adds to extant research by detailing the contingent effects of a hitherto understudied determinant of employees' extra-role work behavior, namely, perceptions of limited career progress.

scholarly journals How Can Travel Agencies Create Sustainable Competitive Advantages? Perspective on Employee Role Stress and Initiative Behavior

2020 ◽  
Vol 12 (11) ◽  
pp. 4557
Author(s):  
Leo Huang ◽  
Kuang-Yu Chang ◽  
Yu-Chen Yeh
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Role Stress ◽  
Citizenship Behavior ◽  
Travel Agency ◽  
Competitive Advantages ◽  
Travel Agencies ◽  
Competitor Orientation

In this study, we aimed to explore the importance of the roles of stress and organizational citizenship behavior toward market orientation in travel agencies from the perspective of organizational culture, and to provide practical suggestions for travel agencies’ human resources. We focused on investigating the relationship among market orientation, competitor orientation, and inter-functional coordination, role stress, conflict, ambiguity, and inter-enterprise organizational citizenship behavior. Under an enterprise strategy, the employee behavior model uses role stress and organizational citizenship behavior. Partial least squares (PLS) modelling was used to investigate the hypotheses in this research. We found that travel agency employees who focus on market-oriented strategy are able to reduce stress and promote the growth of organizational citizenship behavior within the enterprise. The results showed that reducing role ambiguity has no significant impact on organizational citizenship behavior. Adopting an accurate management strategy will reduce employee role stress and promote organizational citizenship behavior, thereby constructing a positive organizational culture and continuously creating competitive advantages, providing a strategy for the sustainable development of travel agencies.

scholarly journals Modeling the Effect of Organizational Justice on Employee's Well-Being, Organizational Citizenship Behavior and Turnover Intentions through Employee Engagement

2021 ◽  
Vol 14 (1) ◽  
pp. 238-248
Author(s):  
Arun Aggarwal ◽  
Amit Mittal
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Well Being ◽  
Organizational Level ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Antecedents And Consequences

Introduction: The last two decades had witnessed an increased interest in employee engagement by the academician and the practitioner. The reason for such interest is employee engagement potential to influence the individual and organizational level consequences. Methods: Hence, the current study's objective was to identify the key antecedents and consequences of employee engagement and establish their inter-relationship. Apart from this, the study also validates the different scales to measure different antecedents and consequences of employee engagement. The data were collected from 656 employees working in the FMCD industry in India to achieve this objective. Results: Results of the structural equation modeling analysis show that perceptions of organizational justice positively impact employee engagement. Further, employee engagement positively impacts satisfaction with life, positive affect, and organizational citizenship behavior. Conclusion: However, employee engagement showed a negative relationship with negative affect and employee turnover intentions. In the end, the practical and theoretical implications of the study were discussed.

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