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The study examines the impact of the psychological contract (PC), including the often-studied PC breach in addition to the novel approach of PC status, as predictors of performance among nurses, mediated by engagement, job satisfaction, and psychological distress. A sample of 177 nurses and midwives from a medium to a large hospital in Australia completed a self-report questionnaire. Structural equation modelling was used to determine associations between the predictors (i.e., negative affectivity (NA), PC breach, PC status)), mediating variables (i.e., engagement, job satisfaction, and psychological distress), and three types of performance behaviors: organizational citizenship behavior for the individual, for the organization (OCBI, OCBO) and in-role behavior (IRB) simultaneously. Specifically, psychological contract status positively predicted engagement, whereas breach negatively predicted engagement and positively predicted job satisfaction. NA positively predicted distress, and distress negatively predicted OCBO and IRB. Lastly, engagement positively predicted job satisfaction, OCBI, OCBO, and IRB. The findings indicate that psychological contract status may predict engagement (and in turn, performance) over and above psychological contract breach, and thus this novel construct should be examined further. The importance of engagement for predicting the performance behaviors and mental health of nurses may also offer new insights., Competing Interests: The authors declare no conflicts of interest.

Aim: This work is aimed to create a strategy to improve the nurses' working environment., Background: As the working-age population is expected to decline in Japan, the maintenance of the nurse workforce is important. In order to create a strategy to improve the nurses' working environment, we studied the relationship among factors of organizational justice (procedural, distributive, and interactional justices), organizational citizenship behavior, job satisfaction, and ease of work., Methods: A cross-sectional, self-administered questionnaire was distributed to 969 nurses and 322 effective responses were analyzed (effective response rate 33.2%). The questionnaire contained demographic information, ease of work, and three scales for organizational justice, organizational citizenship behavior, and job satisfaction. The factor structure of the scales was studied using exploratory and confirmatory factor analysis. Structural equation modeling was used to investigate the relationship among measurements. The protocol was approved by the ethical committee of the author's university., Results: The final model showed a fair fit to the data (χ 2  = 1803.15, df = 1014, p < 0.001, comparative fit index = 0.907, root mean square error of approximation = 0.049). Interactional justice showed the most significant correlation to job satisfaction (r = 0.590). Job satisfaction and ease of work also showed a significant positive correlation (r = 0.696). Distributive justice had a slight negative indirect effect on job satisfaction, whereas procedural justice had no significant effect., Conclusion: In order to enhance job satisfaction/ease of work among Japanese nurses, improvement of interactional justice may be the best strategy., (Copyright © 2021 Elsevier Inc. All rights reserved.)

Job satisfaction (JS) is an indicator of individual psychosocial health. Consistent evidence showed that voluntary extra-role behavior in organizations, namely organizational citizenship behavior (OCB), can also contribute to individual psychological health. JS has been found to positively influence employees' OCB, and both JS and OCB have been found to predict employees' task performance (TP). The purpose of this study was to investigate whether employees' OCB mediates the relationship of JS with TP, taking into consideration gender as a potential moderator, and other sociodemographic and work-related characteristics as confounding variables. A total of 518 employees, 54.6% women, aged 19-66 years with a mean age of about 36 years, completed measures of JS, OCB, and TP. Results showed a partial mediation of OCB in the JS-TP relationship, which was invariant across gender. A potential practical implication of findings is that human resource managers and practitioners might ultimately benefit male and female employees' well-being as well as the organizations' productivity by developing targeted individual- and group-level trainings and interventions to enhance JS and OCB.

Background: The importance of organizational citizenship behavior in the hospital is increasing positive relationships between employees and engages them in organizational activities. Methods: This study is a descriptive-correlation survey, the research population consisted of all the staff of selected hospital of IUMS, and 312 of them were chosen based on the formulas and were selected by two-stage sampling. The tools used in the study were two questionnaires. Results: The mean and standard deviation of the two components of social capital and citizenship behavior were moderate. Conclusion: Strengthening the components of employee's citizenship behavior can increase the staff's satisfaction and productivity while increasing social capital in hospitals.

(1) The present study aims to explore the impact of job demands and resources (JDR), personal resources, and the organizational culture on workers' wellbeing and health. (2) A cross-sectional survey of Spanish workers in small and medium-sized enterprises (SMEs) was conducted with a sample of 1599 workers from 154 SMEs. A multivariate multilevel analysis was performed to analyze the different relationships. (3) In light of the results obtained, we observed that job demands were negatively associated with workers' health, while job resources were positively correlated to workers' health and wellbeing. Secondly, the different types of identification at work are positively related to job satisfaction and organizational citizenship behaviors (OCBs), but the intensity of this association differs with the form of identification. Finally, at the organization level, the dimensions of organizational culture are related differently to employees' job satisfaction, OCBs, and health; (4) these results confirm the role of organizational culture and its association with desirable outcomes, allowing us to expand the JDR model.

What impact will leader territorial behavior have on employees? Despite accumulating evidence demonstrating the prevalence of territoriality over nontraditional organizational resources, the key question remains regarding the impact of leader territorial behavior on employee workplace outcomes. To explore this question, we drew on extended self theory to examine the adverse effects of leader territorial behavior on employee workplace outcomes (i.e., employee creativity, organizational citizenship behavior, and career satisfaction) through the mediating role of employee job-based psychological ownership (job-based PO). A time-lagged study of 162 employee-leader pairs from a prominent pharmacy firm in Northern China shows that leader territorial behavior adversely influences employee job-based PO and then damages employee workplace outcomes (i.e., employee creativity, organizational citizenship behavior, and career satisfaction). In addition, employees' perceptions of organizational support for development (OSD) served as a moderator in the negative relationship between leader territorial behavior and employee workplace outcomes. This study fills the research gap on the negative impact of leaders' territorial behaviors by exploring the influence of leaders' territorial behaviors on employees' workplace outcomes, expanded research on antecedents of employee job-based psychological ownership. It also provides practical insights into that organizational support for employee development mitigates this negative effects. [ABSTRACT FROM AUTHOR]

This study adopted a mixed methods approach, with the quantitative element forming the core component and the qualitative dimension assuming the supplementary component to assess Job Satisfaction (JS) and Organisational Commitment (OC) as mediators in the relationship between Spirit at Work (SAW) and Organisational Citizenship Behaviour (OCB) within the Australian higher education sector. It is expected that by 2025, job satisfaction and burnout will cause large numbers of academic staff to leave Australian universities. Regression and structural equation modelling analysed the study’s quantitative data. NVivo was used to analyse qualitative data. The findings illustrate that SAW significantly predicts OCB, JS and OC. Most notably, the results indicate no significant differences between the permanent and casual staff’s level of SAW and none between their JS, OC and OCB levels. This finding contradicts previous research. The overall findings in this article further highlight necessary changes to Australian universities’ current management and leadership approaches to create more satisfied and committed employees. [ABSTRACT FROM AUTHOR]

This paper focuses on the relationship between Transformational leadership, Psychological Capital, Job satisfaction and Organizational Citizenship Behavior in the context of the banking industry. Transformational leadership (TL) is considered a strong determinant of Organizational citizenship behavior (OCB) since the behaviors it promotes support the organization's effectiveness in ways that are not covered by the contractual responsibilities of an employee. Consequently, the effects of Transformational leadership and PsyCap (PsyCap) on employees' Organizational citizenship behavior have not been studied extensively, incorporating the banking industry perspective into the investigation. To fill this void, the present research aims to investigate the effects of Transformational leadership and PsyCap on Organizational citizenship behavior, with Job Satisfaction (JS) as the mediator. Based on the quantitative, descriptive study and cross-sectional method of data analysis, the study makes use of 242 structured questionnaires distributed among banking professionals to test the research hypotheses. The collected data was analyzed and examined by using Structured Equation Modeling through the Partial Least Square method. To analyze the collected data SPSS version 26 and Smart PLS 4 were used. The results thus highlight positive. Job satisfaction significantly mediates psychological capital, Job satisfaction but not significant with Transformational leadership, and Job satisfaction. These results extend the leadership and employee behavior literature in stressful conditions and have practical implications for improving organization performance and employees' well-being through leadership training and HR practices promotion. This work fills a hole in the writing and offers viable bits of knowledge for upgrading representative prosperity and hierarchical viability. [ABSTRACT FROM AUTHOR]

Background: Workers with Organizational Citizenship Behavior (OCB) are more likely to put in more effort and go above and beyond what is required of them. Workers who accept the company's aims and values and step up their efforts to work hard for the company's advantage, and are proud of their company, the employee's willingness to take on a role that exceeds his main role in an organization, is referred to as extra-role behavior. Purpose: This research aims to analyze the influence of Transformational Leadership and Job Satisfaction on Organizational Citizenship Behavior (OCB) with Organizational Commitment as a mediating variable in National Gas Company. Design/methodology/approach: The data collection method uses a survey method, with the research instrument in the form of a questionnaire. The analysis used is statistical analysis in the form of SEM-PLS. Findings/Result: The results of this research prove that transformational leadership has a positive and significant effect on OCB, the impact of job satisfaction on overall corporate branding (OCB) is both positive and not significant. However, the combination of job satisfaction and transformational leadership has a positive and significant effect on organizational commitment, which in turn has a positive and significant effect on OCB. While organizational commitment cannot mediate the influence of job satisfaction on OCB, it can partially mediate the influence of transformational leadership on OCB. Conclusion: Leaders who have the ability to lead with a good transformational style will create an atmosphere of OCB among most of their employees, including employee work engagement will increase if the organization has a transformational leadership style. Including high and low job satisfaction does not affect the high or low level of employee OCB. Satisfied workers often exhibit high OCB behavior, which improves overall business success in the long run. This condition can trigger an increase in individual performance which will ultimately improve overall organizational performance. Originality/value (State of the art): The study's intriguing conclusion is that there is no significant relationship between work satisfaction and OCB. This condition is possible because employees are able to behave in ways that exceed what is standardized by the employees themselves (beyond expectations), so that high job satisfaction does not necessarily encourage someone to carry out OCB as expected company. [ABSTRACT FROM AUTHOR]

The main goals of the study were to examine how transformational leadership affected organizational citizenship behavior, worker productivity, and employee job satisfaction in Indonesian Small- and Medium-Sized Enterprise (SME) settings. The study used a quantitative technique and included 295 people as samples. Since Indonesia is a multi-cultural nation, responses were gathered from employees in multiple cities. Data was gathered via online and print surveys and was then analyzed using SPSS 23 and Smart PLS Software. The findings of this study point to a clear, positive, and substantial relationship between transformational leadership and worker job satisfaction, organizational citizenship behavior, and work performance. Additionally, to job satisfaction and organizational citizenship, it has been shown that employee job performance is somewhat mediated by employee behavior. This is the first paper in the setting of Indonesian SMEs that looks at the impact of transformational leadership on employee job performance after job satisfaction and organizational citizenship behavior. [ABSTRACT FROM AUTHOR]

Organizational citizenship behavior (OCB) contributes to organizational effectiveness, but it can also create a burden for employees and their partners. In three studies, we examine how employees communicate with their partner about engaging in OCB and how this affects employees' OCB, their work–family conflict, and their partner's satisfaction. In Study 1, we use qualitative data to identify five ways employees communicate with their partner in order to engage in individual initiative OCB (e.g., staying late at work, volunteering for special assignments). In Study 2, using dual-concern theory, we hypothesize that self-concerned citizenship communication strategies will not only increase OCB, but also increase work–family conflict, and we predict that other-concerned communication strategies will reduce work–family conflict and increase partner satisfaction. Using survey data from employees and their partners, these hypotheses were partially supported. Finally, in Study 3, we use experimental vignette methodology to provide causal evidence that citizenship communication strategies influence partner satisfaction. Together, these studies increase our understanding of how employees communicate with their partner about OCB, indicate that there is no single communication strategy that has positive implications for both OCB and home life, and suggest that employees and their partners tend to think of OCB as involuntary for achieving family goals. [ABSTRACT FROM AUTHOR]

This research aims to determine the influence of organizational commitment and employee job satisfaction on Organizational Citizenship Behavior (OCB) in the internal work culture environment. Case study at police finance employees in West Nusa Tenggara. The research approach is causal associative and involves 97 sample respondents who met the sampling criteria. The analysis and hypothesis testing technique uses Partial Least Square (PLS) 3. The research results show that organizational commitment has a significant positive effect on OCB, while the job satisfaction effect has no significance. Conducive organizational work culture environment in the field of police finance has proven to accelerate the influence of organizational commitment and job satisfaction on OCB in the field of police finance in the West Nusa Tenggara region. The findings of this research provide high appreciation to all parties who have contributed to the work culture of the police organization that supports strengthening employee commitment and job satisfaction in building extra behaviour of employees in the financial sector of the West Nusa Tenggara police, Indonesia.

The Dark Triad (DT) personality traits (i.e., Machiavellianism, narcissism, and psychopathy) are among the antecedents of workplace mistreatment (WM). However, we have limited knowledge regarding how the DT traits of victims affect their responses to WM. We investigated the moderating effects of the DT in the links of mobbing and abusive supervision with job satisfaction, organizational citizenship behaviors (OCBs), and counterproductive work behaviors (CWBs). Data were collected from 715 working adults. Employees who scored high on narcissism were more likely to have higher scores on CWBs than those who scored low on narcissism in case of mobbing and abusive supervision. Individuals who scored high on psychopathy reported higher levels of job satisfaction under high mistreatment conditions than those who scored low on psychopathy. Individuals who scored high on Machiavellianism reported higher levels of OCBs and lower levels of CWBs under high mistreatment than those who scored low on Machiavellianism. [ABSTRACT FROM AUTHOR]

Leveraging data on organizational social distancing initiatives (SDIs) this paper examines the link between SDI implementation and perceived organizational support (POS). The paper discusses and tests the intended beneficiary heuristic to help explain why and when employment practices may induce POS. We suggest that SDIs, involving various ways to separate employees to keep them safe, have the important secondary benefit of increasing employees' perception that the organization cares about their well-being and values their contributions. Using the intended beneficiary heuristic we argue that such favorable treatment as SDIs relates positively to POS most when employees attribute their implementation to the organization's concern for the welfare of employees. Results of two studies, a cross-sectional study with 121 employees in the United States and a longitudinal study with 103 employees in South Korea, indicate that SDIs were positively associated with employees' POS, which in turn improved their job satisfaction (Studies 1 and 2), affective organizational commitment, and organizational citizenship behavior (Study 2). The results also show that these relationships were stronger when employees perceived SDIs to be implemented to protect their welfare rather than as a means of protecting the organization. [ABSTRACT FROM AUTHOR]

Leadership with ethical values can generally elicit high levels of employee input behavior. This is particularly important in strategic emerging industries, where job satisfaction among research and development (R&D) personnel plays a crucial role as a primary driver of innovation. While scholars have emphasized the significance of internal work value orientation in recent years, the previous literature has mainly focused on leadership and employee behavior, and few studies have explored spontaneous organizational citizenship behavior (OCB). Therefore, this study seeks to investigate the correlation between ethical leadership (EL) and OCB and to consider the moderating role of leader empathy (LE) as well as the mediating role of internal job satisfaction (IJS). The data for this research were collected from 248 R&D personnel employed in companies within China's emerging industry sector. The analysis was conducted using partial least squares path modeling, and the moderating effect was examined using Hayes' PROCESS macro. The results validate the idea that IJS serves as a positive mediator of the relationship between EL and OCB. Furthermore, LE plays a significant moderating role in the relationship between IJS and OCB. [ABSTRACT FROM AUTHOR]

This study aims to test and analyze the effect of proactive personality on organizational citizenship behavior, both directly and indirectly, through job satisfaction and affective commitment in correctional institutions in Indonesia. The sample of this study was 211 frontline officers in correctional institutions throughout Indonesia. Furthermore, the data were evaluated and analyzed with partial least square structural equation modeling (PLS-SEM) analysis to determine the acceptance or rejection of the hypothesis. Based on the test results, it was found that the direct effect of proactive personality on organizational citizenship behavior was not significant. However, this study shows that job satisfaction and affective commitment function as variables mediating proactive personality's full influence on organizational citizenship behavior. This research has proved the role of job satisfaction and affective commitment mediation on the influence of proactive personality on organizational citizenship behavior. These results expand the knowledge expressed by previous research on the effect of personality on organizational citizenship behavior with job satisfaction and affective commitment mediation. Plain language summary: The goal of this study is to test and examine how a proactive personality affects organizational citizenship behavior, both directly and indirectly, through job satisfaction and affective commitment in Indonesian correctional institutions. The group for this study was made up of 211 frontline service officers. Also, the data were reviewed and analyzed with PLS-SEM analysis to decide whether or not the theory was true. Based on the test results, it was found that a person's proactive personality did not have a big effect on how they act as a member of a group. But this study shows that the full effect of a proactive personality on organizational citizenship behavior is mediated by job satisfaction and affective commitment. This study has shown that job satisfaction and affective commitment play a role in how a person's proactive personality affects their behavior as a member of an organization. These data add to what we already know about how personality affects organizational citizenship behavior through job satisfaction and affective commitment. [ABSTRACT FROM AUTHOR]

This study aims to analyze the role of individual characteristics, organizational commitment and job satisfaction on employee performance with an organizational citizenship behavior (OCB) mediation mechanism in the banking industry in Indonesia. Quantitative analysis was used for data analysis and questionnaires as a data collection technique were disseminated online using Google Forms to 122 employees with random sampling techniques. Data analysis using SEM-PLS with the help of SmartPLS application. The results found that individual characteristics had a significant effect on employee performance. However, organizational commitment and job satisfaction do not have a significant effect on employee performance. Furthermore, individual characteristics, organizational commitment and job satisfaction have a significant effect on OCB. Then OCB has a significant effect on employee performance. In addition, OCB mediates in part the influence of individual characteristics on employee performance. While OCB perfectly mediates the effect of organizational commitment and job satisfaction on employee performance. [ABSTRACT FROM AUTHOR]

Purpose: Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships. Design/methodology/approach: Data were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools. Findings: Results confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported. Research limitations/implications: The nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables. Practical implications: The findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB. Originality/value: The study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction. [ABSTRACT FROM AUTHOR]

The paper presents an extensive bibliometric examination of the literature on job satisfaction among bank employees. It sheds light on the theoretical and conceptual framework in this area to pinpoint the most widely used sources, authors, documents, and countries. Using the Scopus database, 279 papers published between 1974 and 2023 were identified and examined using VoS Viewer and "bibliometrix," an R-tool. There has been an increase in interest in this topic among scholars, as seen by the fact that more than 60% of the studies have been published in the past nine years. The paper reveals that 84.22% of the publications were multi-authored and that Karatepe and International Journal of Bank Marketing are the most wellknown researcher and source, respectively. Given that India is the most productive nation and that Eastern Mediterranean University is a leading affiliation in this subject, it is clear that developing nations are also keen on this subject. The topics of self-efficacy, service quality, and organizational citizenship behavior with job satisfaction were found to be significant and have not yet been fully explored. [ABSTRACT FROM AUTHOR]

The purpose of forming the Yogyakarta City Satpol PP is to help the Mayor run government in peace, public order, and community protection. Achieving this goal is not easy because there are various problems faced by the Yogyakarta City Satpol PP office, including career development problems perceived by Satpol PP personnel and job satisfaction problems. These problems then impact low organizational citizenship behavior in Satpol PP. Therefore, this research aims to examine: (1) the influence of career development on organizational citizenship behavior and (2) the effect of job satisfaction on organizational citizenship behavior. The sample used was 143 Yogyakarta City Civil Service Police Units. The data collection technique was a questionnaire, while the data analysis technique was multiple regression analysis. The research results show that career development and job satisfaction has no effect on organizational citizenship behavior. [ABSTRACT FROM AUTHOR]

This study investigates the intricate relationships between transformational leadership behaviours (TLB), job satisfaction (JS), organizational commitment (OC), and organizational citizenship behaviours (OCB) within the context of county governments in the United States. Drawing on a theoretical model that hypothesizes both direct and indirect effects of TLB on OCB, mediated by JS and OC, this research employs structural equation modelling to analyze survey data collected from 372 matched leader-follower pairs across various county governments. The findings substantiate the hypothesized model, revealing that TLB indirectly influences OCB through the mediating effects of JS and OC. Specifically, the study underscores the pivotal role of job satisfaction and organizational commitment as conduits through which transformational leadership exerts its positive impact on organizational citizenship behaviours. This research contributes to the literature by empirically validating a comprehensive model within the public sector context, thereby extending our understanding of the mechanisms through which transformational leadership fosters a conducive work environment that promotes OCB. The study's implications for leadership development and organizational policy within public sector organizations are discussed, alongside limitations and directions for future research. [ABSTRACT FROM AUTHOR]

The study aimed to explore the relationship between the development of Organizational Citizenship Behavior (OCB) and employee performance in the private automotive sector in the Kingdom of Saudi Arabia in light of Vision 2030. The study adopted a descriptive, analytical, and correlational methodology. A sample of 341 participants from five companies operating in the private automotive sector in the Kingdom of Saudi Arabia was selected. Although the study does not aim to establish a causal relationship between OCB and job performance, it acknowledges that enhancing this concept can contribute to the overall success of the organization.The effects of this study extend beyond the direct impact on job performance. Encouraging OCB can promote teamwork, collaboration, and knowledge sharing among employees, ultimately leading to improved organizational efficiency and effectiveness. The study's findings indicated a relationship between OCB, training, and job satisfaction. While the expected direct correlation between OCB and job performance was not confirmed, the analyses highlighted the significant and mediating role of training in enhancing job satisfaction. These insights enrich our understanding of the underlying mechanisms and suggest adopting training initiatives as a strategic means to foster job satisfaction and modulate the effects of OCB within organizational settings. It is recommended to promote a culture of OCB by enhancing behaviors beyond job tasks, investing in training to boost job satisfaction, and favoring initiatives to enhance overall employee satisfaction to improve performance. [ABSTRACT FROM AUTHOR]

This study aims to determine the effect of servant leadership and perceived organizational support on organizational citizenship behavior through job satisfaction of PERUMDAM Tirta Projotamansari Bantul Yogyakarta emplo-yees. This research is quantitative, and primary data in the form of filling out questionnaires were taken with a census technique on 55 respondents. The data were collected through a direct survey, and then, processed using multiple linear regression analysis using SPSS version 23 and sobel test using daniel soper calculator. The results showed that servant leadership has a significant positive effect on job satisfaction, job satisfaction has a significant positive effect on organizational citizenship behavior, and job satisfaction mediates the effect of servant leadership on organizational citizenship behavior. Companies can improve the implementation of servant leadership which is still low among employees so that it can strengthen employee job satisfaction and contribute to organizational citizenship behavior.

The greater the rate of employee turnover, the more harm it causes the company. Furthermore, there is a direct correlation between worker turnover and the intention to leave. Since the purpose of this research was to investigate employee turnover, the urgency of the issue is the main area of focus because it will obstruct the accomplishment of organizational objective. The purpose of this study is to examine the mediating role of organizational commitment and organizational citizenship behavior on the effect of job satisfaction on turnover intention. The research falls within the explanatory research category and included validation. This study utilised a survey to collect data from a significant portion of the workforce, consisting of 254 employees. The study used a saturated sample of 254 employees. The statistical method known as partial least squares, or PLS, along with the WarpPLS software were used for data analysis. The participants in this study were workers at an Indonesian manufacturer of medical devices. The research findings of this study provide an empirical contribution indicating that organisational commitment and organisational citizenship behaviour are critical components that need to be addressed in the company's efforts to lower the degree of intention to leave. Incorporating employees into decision-making processes can also help to maintain job satisfaction, as evidenced by the fact that such activities lower the intention of employee turnover. Companies should also focus on other factors that contribute to employee job satisfaction, such as clear career paths, appropriate rewards, work support facilities, and one example of good organisational citizenship on the part of employees not taking extra time off.

Purpose: Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs. Design/methodology/approach: Data were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams. Findings: The results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship. Practical implications: The findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes. Originality/value: To the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX. [ABSTRACT FROM AUTHOR]

Introduction: This study investigates the antecedents and consequences of strategic career management behaviours in a sample. Methods: A total of 739 employees (Male = 442, 59.8%) with a mean age of 27.64 years (SD = 8.48; Range = [18, 70]), working mostly full-time (n  =  398, 53.9%) and with 46.35% of their work being done hybrid-like participated in this study. The study tested perceived self-efficacy, desire for career control and perceived organizational support as predictors of strategic career behaviours. And tested strategic career behaviours as predictors of perceived career control, objective and subjective career success, and career satisfaction. Results: Results indicate objective career success was not related to the antecedent variables of strategic career behaviours and hence was removed from the model. Regression and mediation analyses demonstrated that perceived self-efficacy and desire for career control are good predictors of the use of strategic career behaviours, but perceived organizational support is not; strategic career behaviours are reasonable predictors of perceived control, and very strong predictors of subjective career success and career satisfaction. Discussion: Strategic Career Behaviours were found to play only a partial mediating role in the present model suggesting that further analysis is required to determine whether they play a central role in the relationships between the antecedents and consequences in the present model, or whether they should be considered a contributing but merely parallel factor. These results will support career management programs, accounting for idiosyncrasies of hybrid work. [ABSTRACT FROM AUTHOR]

In achieving success for a company/organization, human resources are one of the most important assets. Employees are not only required to be able to carry out work according to their duties, but employees are also required to have abilities outside of their duties which is called Organizational Citizenship Behavior. This research aims to analyze the influence of workload, work stress, and work-life balance on job satisfaction and its impact on organizational citizenship behavior (Study at PT. Global Jet Express, East Cirebon Region). The type of research used in this research is quantitative research with descriptive and verification methods, and the total sample was 288 employees of PT Global Jet Express in the East Cirebon Region with using nonprobability sampling techniques. The analysis tool used is Structural Equation Modeling (SEM) with the help of the SmartPLS 4.0 program. The results of the research show that workload and work stress have no effect on job satisfaction or Organizational citizenship behavior, work-life balance and job satisfaction have a positive effect on job satisfaction and Organizational citizenship behavior, job satisfaction is not able to mediate between workload and Organizational citizenship behavior, job satisfaction unable to mediate between work stress Organizational citizenship behavior, and job satisfaction able to mediate between work-life balance and Organizational citizenship behavior [ABSTRACT FROM AUTHOR]

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In the banking sector, employees may face challenges such as improving the financial performance of the bank, achieving financial goals, managing transaction volumes, meeting customer needs and developing customer-oriented strategies. To surmount the challenges in the banking sector, there is a need for resilient employees. Understanding the antecedents and consequences of employee resilience (ER) will provide insights into the extent to which these factors can be managed. In the context of the conservation of resources (COR) theory, this study investigates a model that examines abusive supervision (AS) as an antecedent of ER, which depletes organizational resources, and rule climate (RC) as another antecedent that enhances organizational resources. The study also considers job satisfaction (JS) as an outcome of ER, categorized under job resources. In addition, in this model, ER was proposed as a mechanism mediating the association between AS and RC with JS. The sample consisted of 204 banking sector employees in Kocaeli province. The sample size was calculated using the G*Power software. Convenience sampling method was employed and research data were collected through online questionnaire method. The hypotheses were tested employing structural equation modeling (SEM) and bootstrap method. A negative association existed between AS and ER, and a positive relationship between RC and ER. A positive association was observed between ER and JS. In addition, the mediating role of ER in the association between AS and RC and JS was revealed. The study differed from previous studies in that it is the first study to link AS and RC to JS with ER and is important in terms of determining the organizational factors that cause employee behaviors. The theoretical contributions and implications for the banking sector were emphasized and suggestions for future studies were presented. [ABSTRACT FROM AUTHOR]

The aim of the study is to explain the effect of ethical leadership on organizational justice, organizational citizenship, and job satisfaction. The study group includes 488 teachers and the study was chosen by using a simple random sampling method. Teachers' participation is convenience sampling. Data were collected with the ethical leadership scale, organizational justice scale, and organizational citizenship scale. As a result of the analysis, it was concluded that the scales were reliable. The research hypotheses were tested using structural equation modeling as well as variables. According to the hypothesis, ethical leadership has an effect on organizational justice, organizational citizenship, and job satisfaction, organizational justice with ethical leadership has an effect on job satisfaction, and, organizational citizenship with ethical leadership affects job satisfaction. In light of these results, it shows that all hypotheses are supported. In summary, it can be said that ethical leadership has an effect on organizational outputs. This situation reveals the importance of ethical leadership. [ABSTRACT FROM AUTHOR]

The role of leadership is very strategic and important for the achievement of the mission, vision and goals of an organization, is one of the motives that encourage humans to always investigate the intricacies associated with leadership. Transformational leadership basically encourages subordinates to do better Behavior demanded by today's organizations is not only in-role behavior but also extra- role behavior. Extra-role behavior is also called the Organizational itizenship Behavior.OCB is a term used to identify the employee behaviors that can be called a "good employee". If employees in the organization have OCB, efforts to control employee declined, since employees can control their own behavior or being able to choose the best behavior for the benefit of the organization. OCB will enhance transformational leadership because the good nature of OCB will influence the behavior of the leader. There is a significant influence ith the value of P = 0.00 between OCB and transformational leadership. This shows there is an increase in transformational leadership due to OCB behavior. [ABSTRACT FROM AUTHOR]

Purpose: The study aims to inspect the impact of employees' perception of corporate social responsibility (CSR) and their spiritual values on their affective commitment and job satisfaction, which in turn may promote organizational citizenship behavior. Furthermore, this study examines the moderating effect of Islamic work ethics to identify whether they strengthen or weaken the proposed associations. Design/methodology/approach: A survey instrument was devised to collect data from employees. The statistical analysis of the data was conducted using the Smart PLS software. Additionally, the research uses the "Partial Least Square-Structural Equation Modelling (PLS-SEM)" technique. Findings: The findings of the study suggest that employees' perception of CSR exhibits a positive association with affective commitment and job satisfaction. Likewise, employees' spiritual values demonstrate a positive and significant correlation with affective commitment and job satisfaction. Finally, the outcomes reveal that affective commitment and job satisfaction play a major role in fostering organizational citizenship behavior. Moreover, Islamic work ethics positively and significantly moderate the relationship between employee CSR perception and affective commitment and between employee CSR perception and job satisfaction. Originality/value: This research study endeavors to fill the gaps in the current literature by investigating two crucial aspects of employees: their perception of CSR and spiritual values. Additionally, the study includes Islamic work ethics as a moderator to provide a more comprehensive understanding of how these factors contribute to fostering organizational citizenship behavior. This work highlights the significance of spiritual values and social responsibilities in employees' lives and how Islamic work ethics shape their behavior accordingly. [ABSTRACT FROM AUTHOR]

The study investigated the potential role of human resources exemplified by leaders' psychological capital (PsyCap) as a resource that may cross over to team-member exchange (TMX), and bring about desired organizational outcomes. We suggest a model where TMX of senior management teams serves as a team resource mediating the relationship between leaders’ PsyCap and organizational outcomes, as represented by team innovation, organizational citizenship behavior (OCB), and employees’ job satisfaction. The study, carried out among 86 elementary and junior high schools, indicated a positive relationship between leaders’ PsyCap and TMX. In addition, we found a significant relationship between TMX and the three measures of organizational outcomes. Furthermore, TMX partially mediated the relationship between leaders’ PsyCap and the desired outcomes, excepting innovation. The findings provide support for the importance of the leaders’ personal resource of psychological capital as a complementary perspective that may enhance our understanding of leadership’s impact on organizational success. In addition, the study provides significant support for the expanded model, broadening the definition of the crossover model by examining the translation of positive resources from leaders' PsyCap to organizational outcomes via teams' positive resources. From a practical perspective, the findings bring to the forefront the importance of psychological capital as a state-like construct that can be developed through leader preparation and professional development programs. [ABSTRACT FROM AUTHOR]

Emotional intelligence, which forms the basis for individuals to cope with emotions effectively, can also contribute to how effectively leaders address the needs of the individuals they serve, how they motivate others, and how they develop a sense of belonging in the workplace. This research aimed to examine the studies on the emotional intelligence of school principals who lead education through systematic analysis and to draw attention to the importance of emotional intelligence in educational management. Studies published in peer-reviewed journals aiming to explore the emotional intelligence of school principals were analyzed. The study results show that research on the emotional intelligence of school principals has increased in recent years; descriptive, correlational, and predictive designs are followed in studies, and self-assessment tools are preferred for data collection. Moreover, there are significant relationships between emotional intelligence and self-efficacy, political skills, workplace happiness, crisis management, and conflict resolution of principals. Principals' emotional intelligence can predict organizational synergy, conflict management, leadership, managing differences, time management, organizational citizenship, and job satisfaction. [ABSTRACT FROM AUTHOR]

This study explores non-profit sport employees' perceptions of micro-corporate social responsibility (CSR) initiatives' influence on their engagement, job satisfaction, and organizational citizenship behaviors. The study fills a critical gap in research concerning micro-CSR and non-profit sport organizations which is meaningful as micro-CSR has the potential to improve individual and organizational performance. Drawing on the positive organizational behavior literature, the study tests the mediating role of employees' psychological capital (PsyCap) using conditional process analyses and the bootstrap method to estimate the significance of indirect effects. To test these relationships, a cross-sectional survey was administered to 120 non-profit sport employees from state and regional golf associations across the United States. The findings indicate that PsyCap mediates the relationship between the employee perceptions of CSR and job engagement, job satisfaction, and organizational citizenship behaviors. This study expands the micro-level CSR literature by examining the importance of employees' positive perceptions of CSR. The study also contributes to the understanding of PsyCap as an underlying mechanism linking CSR with positive outcomes at the individual level. [ABSTRACT FROM AUTHOR]

Organizational citizenship behavior (OCB) is a contribution from individuals who go beyond the role in the workplace from what is assigned and rewarded. Employees who are satisfied with their jobs may be more able to bring out OCB behavior. The relationship can be strengthened by each individual’s social identity. The purpose of this study was to determine the moderating role of social identity on the relationship between job satisfaction and organizational citizenship behavior. The subjects of this study were 75 employees who worked at the Aster Cosmetic company in Malang. The total sampling method was used, wherein the entire population served as the subject. A quantitative research design was used. Data were analyzed using the Hayes PROCESS. The results show that job satisfaction significantly affects OCB behavior. It can be explained that the higher a person’s job satisfaction, the more able the employee will be to show OCB behavior. Meanwhile, social identity is not able to moderate the relationship between job satisfaction and OCB. [ABSTRACT FROM AUTHOR]

This study discusses the influence of transformational leadership and compensation on Organizational Citizenship Behavior through the mediating variable work satisfaction at PT Jasa Raharja DKI Jakarta Branch. For this reason, this study aims to find out whether these variables have an influence on Organizational Citizenship Behavior among employees of PT Jasa Raharja DKI Jakarta Branch considering that the company has a high achievement target so that coordination and mutually helpful behavior is needed so that coordination within and between divisions can be better. solid to reduce the selfish interests of the division. This study uses a quantitative approach with data analysis methods using SEM PLS. The total population is 72 employees at PT Jasa Raharja DKI Jakarta Branch using a sampling technique using saturated sampling by the existing permanent employees, namely 72 employees. Study data was collected through distributing questionnaires. According to the study's findings, work satisfaction, remuneration, and transformational leadership all significantly and favorably influence organizational citizenship behavior. Work satisfaction is positively and significantly impacted by transformational leadership as well as compensation factors [ABSTRACT FROM AUTHOR]

The objective of this study is to investigate how transformational leadership, organizational commitment and job satisfaction as intervening variable would influence Organizational Citizenship Behavior for the Environment (OCBE) in Agency of Labor, Transmigration and Energy Special Capital Region of Jakarta. The method used in the study is quantitative method and the whole population is used as sample or known as non-probability sampling. Population of the study is civil servants with two-year minimum experience with a total of 93 people. The data was analysed with Structural Equation Model (SEM) using SmartPLS 4. The results show that transformational leadership influence job satisfaction, organizational commitment influence job satisfaction, transformational leadership influence OCBE, job satisfaction influence OCBE, organizational commitment has positive and significant impact on OCBE, transformational leadership through job satisfaction as intervening variable influence OCBE, organizational commitment through job satisfaction as intervening variable influence OCBE [ABSTRACT FROM AUTHOR]

The purpose of this study is to find out how employee performance is affected by job satisfaction and motivation, as well as organizational citizenship behavior a mediating variable at the Regional Research and Development Agency of East Tanjung Jabung Regency. The object of research in this study is the effect of motivation and job satisfaction on employee performance with organizational citizenship behavior as a mediating variable at the Regional Research and Development Agency of East Tanjung Jabung Regency. The methods used in this research are descriptive verification and quantitative methods. Based on the approach, it can be seen that the number of samples is 65 people. This study utilizes the way examination technique. According to the findings of the study, both job satisfaction and motivation at work have a significant impact on organizational citizenship behavior (OCB). Furthermore, work motivation and job satisfaction partially have a significant effect on organizational citizenship behavior (OCB). Work motivation and Job Satisfaction simultaneously have a significant effect on Performance. Furthermore, work motivation and job satisfaction partially have a significant effect on performance. Organizational citizenship behavior (OCB) partially has a significant effect on employee performance at Balitbangda East Tanjung Jabung Regency. [ABSTRACT FROM AUTHOR]

Organizational citizenship behavior (OCB), discretionary behavior that promotes organizational effectiveness, is a well-developed construct with great importance to the military. Despite its significance, few studies have examined OCB within the armed services. Those that have tended to use existing OCB scales without additional validation and only minimal adaptation to the military context. This is problematic because of the distinctive features of the American armed services, such as the substantial power leaders possess to compel behavior and the uniqueness of behaviors that create military value. The purpose of this study is to develop and validate five OCBs and a second-order OCB factor that are fully discretionary and produce unique and substantial value for the military. These military OCBs include sacrificing, providing positive word-of-mouth endorsement of the military, voluntary retention in the organization, voluntary participation in activities, and use of services that improve welfare and readiness. Some of these behaviors are so vital that the military could not achieve its mission without them. This study also seeks to understand and assess antecedents of military OCB. Using survey data from several Army populations and a series of validation analyses, the results reveal five military OCB factors, a second-order OCB construct, and four new military OCB antecedents. Opportunities and implications for the use of military OCBs are developed and the limitations of the study are examined. [ABSTRACT FROM AUTHOR]

The study evaluated how the engagement and psychological empowerment of front-line employees' in 1- and 2- star limited- service hotels influences the effect of their job satisfaction on their organizational citizenship behavior. Quantitative data was collected from 302 respondents in twenty-five 1- and 2- star hotels in Ghana. Based on the analysis, it was found that employees satisfied with their jobs manifested extra role behaviors, moderated by the level of organizational engagement and psychological empowerment received. It was concluded that enhanced job satisfaction, enabled by effective employee engagement and psychological empowerment practices, is a good predictor of organizational citizenship behavior required of front-line employees in 1- and 2- star hotels. [ABSTRACT FROM AUTHOR]

The study aimed to identify the effect of servant leadership on organizational citizenship behavior and establish direct and indirect effects in Indonesian Christian higher education. This study used quantitative methods with the partial least squares structural equation modeling approach to verify the hypothesis that has been proposed. The results showed that servant leadership has no significant direct effect on organizational citizenship behavior. Servant leadership has a significant direct effect on trust, job satisfaction and leader-member exchange. Meanwhile, trust, job satisfaction and leader-member exchange mediate the effect of servant leadership on organizational citizenship behavior. Finally, trust and leader-member exchange mediate the effect of servant leadership on job satisfaction. [ABSTRACT FROM AUTHOR]

This study aims to investigate the process of building organizational citizenship behavior among employees in the marine transportation business in Indonesia. This study also uses workplace spirituality and job satisfaction as mediators to understand the process of the influence of organizational justice on organizational citizenship behavior. This research uses a causal research type using a quantitative approach. The study's sample and population are workers in the marine transportation sector. The study's sample size was adapted to the structural equation modelling (SEM) that was applied. Data gathering procedures employed interviews and confidentially lists in questionnaires to evaluate the seven hypotheses proposed in this study, while data analysis techniques used Partial Least Square (SmartPls). According to the study's findings, job satisfaction, workplace spirituality, and organizational justice favour organizational citizenship behavior. Organizational justice influences organizational citizenship behavior by mediating job satisfaction, workplace spirituality, and both. The implications of this study's findings, which also reveal the mediating roles of job satisfaction and workplace spirituality, can assist organizations in developing plans to enhance organizational justice and Organizational Citizenship Behavior. [ABSTRACT FROM AUTHOR]

Leadership philosophies are essential organizational practices, especially when it comes to promoting and enhancing worker collaboration and job satisfaction. This study aims to ascertain and explore the relationship between job satisfaction and job performance among Jordanian physiotherapists and transformational leadership. Additionally, looks at whether job satisfaction and organizational citizenship behaviours operate as a mediator in the link between transformational leadership and worker performance. This study's design involves a quantitative correlation analysis conducted on a conveniently chosen sample of Jordanian physiotherapists from different healthcare facilities to examine the relationship between their performance level and leadership practices, specifically transformational leadership style, as well as any potential mediating role that organizational citizenship behaviours and job satisfaction may have on that relationship. Additionally, an online questionnaire for 123 physiotherapists in a different facility is used to study the proposed relation connecting transformational leadership style and therapist satisfaction level. Data were acquired about performance, job satisfaction, and organizational citizenship behaviours of therapists as well as their opinions of the leadership styles exhibited by the facility leaders. Organizational citizenship behaviours (OCB) and job satisfaction (JS) fully mediated the relationship between transformational leadership and physiotherapy performance; as a result, the impact of transformational leadership style (TLS) on performance was indirect since the direct influence wasn't statistically significant. Additionally, TLS has a positive and substantial impact on job satisfactio n and organizational citizenship behaviours by regression analysis; likewise, OCB and JS have a positive significant effect on performance (p-value <.001). Transformational leadership and performance among Jordanian physiotherapists are not significant directly but are significant indirectly by the mediator (OCB and JS). Because it impacts worker job satisfaction, the standard of healthcare services provided, and the patient experience in this organization, it encourages the development of transformational leadership abilities in healthcare facilities and ongoing training for leaders in this area. [ABSTRACT FROM AUTHOR]

This paper focuses on three variables: job satisfaction (JS), organizational citizenship behaviour (OCB) and participative leadership (PL). The main purpose is to examine the relationship between JS and OCB among employees, mediated by PL. The data were collected from 287 employees in Croatian companies. Using hierarchical regression to test the hypothesis, the study revealed a positive relationship between JS and OCB. The results also highlight the role PL has as a mediator for the JS and OCB relationship. The paper suggests that PL triggers JS and OCB by enhancing and reinforcing the relationship between them. The implication of the results is discussed emphasizing the benefits of the participative management style and democratic structures in the organizations for theory, research, and practice. This paper contributes to the growing literature aimed at understanding the drivers of OCB in organizations. [ABSTRACT FROM AUTHOR]

This study aims to examine the effect of motivation on the performance of employees of UPT RSUD Sultan Syarif Mohamad Alkadrie through job satisfaction and Organizational Citizenship Behaviour (OCB). This study used a quantitative method with Structural Equation Modeling (SEM) data analysis technique. The sample of this study was 100 employees of UPT RSUD Sultan Syarif Mohamad Alkadrie who were randomly selected. The results of this study showed that motivation had a significant effect on job satisfaction, OCB, and employee performance. In addition, job satisfaction and OCB also had a significant effect on employee performance. Thus, the hypothesis of this study was accepted. This study provides implications that to improve employee performance, motivation, job satisfaction, and OCB of employees need to be increased. This study also provides suggestions for further research. [ABSTRACT FROM AUTHOR]

This article examines the relationship between job satisfaction and organizational citizenship behavior among academic staff at Federal Polytechnic, Oko in Nigeria. The study finds that skill variety is positively related to altruism, and employee commitment is positively related to conscientiousness. The study suggests investing in training programs and rewarding conscientious behavior to improve employee skills and increase commitment to the organization. The article also discusses the concept of Organizational Citizenship Behavior (OCB) and its dimensions, as well as the impact of job satisfaction and training on OCB and employee performance. The methodology section describes the survey design used to collect and analyze data from academic staff at the institution. The findings align with previous research in this area. The given text is a list of references and citations from various sources related to organizational behavior, job characteristics, and employee performance. The references cover a range of perspectives and research findings in these areas. The table provides descriptive statistics on research questions related to employee involvement, commitment, and conscientiousness, showing high agreement among participants. These statistics were computed using SPSS version 25 in 2023. [Extracted from the article]

This study aimed to determine and analyze: (1) the effect of emotional intelligence and job satisfaction on employee performance; (2) the effect of emotional intelligence on employee performance moderated by organizational citizenship behavior; and (3) the effect of job satisfaction on employee performance moderated by organizational citizenship behavior. This research uses associative research with a sample of 55 respondents who are North Sumatra National Land Agency Regional Office employees. Data of the study were collected through questionnaires, which contain a series of statements. In addition, Partial Least Square (SmartPLS) is used to assess and evaluate the five hypotheses proposed in this research as part of the data analysis strategies employed in this study. The study results show a positive and significant effect of emotional intelligence and job satisfaction on employee performance; there is no influence between emotional intelligence and employee performance moderated organizational citizenship behavior, and there is no influence between job satisfaction and employee performance moderated organizational citizenship behavior. Based on empirical evidence, it has been observed that enhancing employees' emotional stability can lead to improved job performance, hence enhancing overall organizational effectiveness. Furthermore, providing increased possibilities for employees to fulfill their job tasks will likely result in heightened job satisfaction. This study delineates the topic's significance for leaders in government offices and provides vital suggestions for future research. [ABSTRACT FROM AUTHOR]