Organizational citizenship behavior and turnover intentions: do organizational culture and justice moderate their relationship?
Organizational citizenship behavior and turnover
|ERA Journal ID||6351|
|Authors||Sharoni, Gil (Author), Tziner, Aharon (Author), Fein, Erich C. (Author), Shultz, Tamar (Author), Shaul, Keren (Author) and Zilberman, Lian (Author)|
|Journal Title||Journal of Applied Social Psychology|
|Journal Citation||42 (1), pp. 267-294|
|Number of Pages||28|
|Place of Publication||United States|
|Digital Object Identifier (DOI)||https://doi.org/10.1111/j.1559-1816.2012.01015.x|
The hypothesized moderating effects of the dimensions of organizational justice and organizational culture on the relationship of organizational citizenship behaviour (OCB) and turnover intentions were examined. Results from a sample of 102 employees revealed support for the interactive effects of the dimensions of organizational justice and organizational culture and OCB in relation to turnover intentions. Moreover—and contrary to expectations—in addition to their interactive (moderating) effects, organizational justice as well as 2 of the organizational culture dimensions emerged as independent variables linked to turnover intentions. The theoretical implications of the results and directions for future research are discussed.
|Keywords||organizational citizenship behaviour, turnover intentions' organizational culture, justice|
|ANZSRC Field of Research 2020||520104. Industrial and organisational psychology (incl. human factors)|
Files associated with this item cannot be displayed due to copyright restrictions.
|Byline Affiliations||Netanya Academic College, Israel|
|University of South Australia|
|Institution of Origin||University of Southern Queensland|
2views this month
0downloads this month