Flavio Urbini, Antonio Chirumbolo, Emanuela Caracuzzo and Antonino Callea
The purpose of this paper is to investigate the effects of intrinsic job satisfaction (JS) on organizational citizenship behaviors (OCBs) directed toward individuals (OCBs-I) and…
Abstract
Purpose
The purpose of this paper is to investigate the effects of intrinsic job satisfaction (JS) on organizational citizenship behaviors (OCBs) directed toward individuals (OCBs-I) and OCB directed toward organization (OCBs-O) via organizational identification (OID). Based on social exchange and social identity theories, it is hypothesized that OID may play a mediator role in the relationship between JS and OCBs-I and OCBs-O.
Design/methodology/approach
A questionnaire investigating JS, OID and OCBs dimensions was administered to 719 Italian employees. The mediation hypotheses were analyzed through structural equation model, via bootstrap analysis, after preliminary analyses as correlations and measurement model.
Findings
Results showed a positive relationship between JS, OID and OCBs dimensions. Furthermore, OID partially mediated the positive effects of JS on OCBs-I and OCBs-O. These findings supported hypotheses, suggesting that OID may explain the psychological mechanism through which an employee intrinsically satisfied about own job will fulfill more extra-role performance, i.e. OCBs-I and OCBs-O.
Practical implications
Implications for human resource management policies are discussed: to HR professionals is proposed to implement interventions to enhance employees’ intrinsic satisfaction and identification with the organization, to increase consequently positive organizational behaviors such as OCBs.
Originality/value
This study attempted to examine the JS-OCBs relationship in more depth. For the first time, the JS on OCBs-I and OCBs-O were simultaneously investigated, with OID as a mediator: shedding new light on the relationship among these variables.
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Emanuela Caracuzzo, Andrea Caputo, Antonino Callea, Claudio Giovanni Cortese and Flavio Urbini
Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job…
Abstract
Purpose
Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.
Design/methodology/approach
Two samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.
Findings
Results suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).
Originality/value
This paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.
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Flavio Urbini, Emanuela Caracuzzo, Arnold B. Bakker and Antonino Callea
This study aims to investigate the relationship between employees’ proactive personality and task performance, with playful work design (PWD) and work-related flow as sequential…
Abstract
Purpose
This study aims to investigate the relationship between employees’ proactive personality and task performance, with playful work design (PWD) and work-related flow as sequential mediators. Integrating proactive personality theory and the self-determination theory of flow, the authors propose that employees with a proactive personality are more likely to playfully redesign their work tasks and to experience flow, resulting in improved performance.
Design/methodology/approach
Participants were 466 Italian employees who filled out an online survey. The sample was well balanced regarding age and gender. Measurement models were tested, and sequential mediation analyses were conducted using structural equation modeling.
Findings
The proposed measurement model, including four latent factors, fits better to the data than alternative models. Proactive personality showed positive relationships with PWD, flow at work and task performance. As predicted, proactive personality was indirectly related to task performance through PWD and work-related flow, supporting sequential mediation.
Originality/value
This study expands previous knowledge regarding how proactive personality may be related to task performance through proactive behavior. The authors integrate proactive personality theory and the self-determination model of flow to show that proactive individuals may playfully redesign their work tasks and experience flow, and that this results in improved performance. The authors discuss several implications for organizational practice.