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.
In January 2013, a group of 6 professionals associated with the HvA Research and development Centre for society and Law made a study trip to the USA. Under the name "Krachtwerk on tour" they traveled three weeks through the USA, covering about 7000 km from Boston to San Francisco and Berkeley, through New york, Chicago, Kansas and Los. They visited 25 projects, organizations and research groups and spoke with over 115 professionals. The study trip was inspired by reorganizations in the welfare state of the Netherlands. The Dutch model was moving towards a more American model of individual responsibility. By meeting the frontrunners in the field, the authors gathered experiences and ideas they could can use in their research, education, and practice. In their concluding chapter, they describe their general and personal impressions. Because peer run organizations have been applied in The States for many years, visiting these organizations was a source of inspiration for similar projects in the Netherlands. During their tour, the authors maintained a blog on http://krachtwerkontour.blogspot.nl/ with stories and videos.
Despite assumptions that wearable self-care technologies such as smart wristbands and smart watches help users to monitor and self-manage health in daily life, adherence rates are often quite low. In an effort to better understand what determines adherence to wearable self-care technologies, researchers have started to consider the extent to which a technology is perceived as being part of the user (i.e., technology embodiment) and the extent to which users feel they can influence reaching their health goals (i.e., empowerment). Although both concepts are assumed to determine adherence, few studies have empirically validated their influence. Furthermore, the relationships between technology embodiment, empowerment, and adherence to wearable self-care technology have also not been addressed. Drawing upon embodied theory and embodiment cognition theory, this research paper introduces and empirically validates ‘embodied empowerment’ as a predictor of adherence to wearable self-care technology. Using partial least squares structural equation modeling and multigroup analysis on a dataset of 317 wearable self-care technology users, we find empirical evidence of the validity of embodied empowerment as a determinant of adherence. We also discuss the implications for research and practice.
