This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
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This study will examine whether voluntary work or an internship in a developing country contributes to the development of global citizenship among young people. For the purpose of this study, global citizenship will be defined as a combination of social awareness and possessing international competencies. For a period of four years, a group of 1000 participants between 14 and 25 years old was followed using online self-administered surveys, surveys conducted within the social environment and a smaller number of in-depth interviews. Data collection took place prior to an internship or voluntary work in a developing country, following their return, and six months after their return. Almost all of the international competencies that according to prior research are required to be able to function effectively when communicating with people from a different cultural background were found to have increased during their their stay abroad. Only reading and writing skills in the local language of the area were shown not to have improved. The greatest amount of improvement occurred in the area of intercultural competencies, namely attitude, knowledge, behaviour and skills. Following their stay abroad, the personal and social competencies of participants were also shown to have increased. Relatively speaking, their international professional and academic skills improved the least. Despite this, following the return from voluntary work or an internship in a developing country, a larger number of participants were shown to be exhibiting a socially responsible attitude with an understanding of interdependence, equality of all people and a shared responsibility for solving global issues, and expressed this more frequently in their behaviour. In addition, an increase in flexibility, cultural empathy, social initiative and emotional stability among participants was observed. What essentially characterises the participants according to the in-depth interviews is the ability they have developed to look through someone else’s eyes at their own culture and living conditions in the Netherlands and to use their improved self-confidence to live a more socially aware life and/or engage in international activities after their return from abroad.
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This study investigates the mediating role of organizational citizenship behaviours (OCBs) on the leader-member exchange (LMX) and employee performance relation and the degree to which work experience moderates the relation between leader-member exchange and OCBs. Lecturers from six technical universities in Ghana, making up three hundred and thirty-six lecturers, were selected using convenience sampling. The participants completed self-administered surveys. OCBs fully mediated the association between LMX and employee performance. Furthermore, the findings indicate that the interplay between LMX and work experience on OCBs is compensatory in nature such that as work experience increases, the positive association between LMX and OCBs decrease. Managers of higher education institutions should create enabling work environments that encourage high-quality LMX and citizenship behaviours. Moreover, as work experience tends to attenuate the positive influence of LMX on OCBs, managers in higher education should focus their attention on employees with low rather than high work experience. This research adds to the employee performance literature through examining a novel link among leader-member exchange, organizational citizenship behaviours and performance.
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