The slow and inefficient environmental performance of universities is drawing the attention of scholars towards behavioural change in employees rather than just relying on technological upgrades. Drawing upon the Ability-Motivation-Opportunity (AMO) theory, the purpose of this study is first to examine the influence of Green Human Resource Management (HRM) practices (green competence building practices, green motivation enhancing practices, and green employee involvement practices) on the organisational citizenship behaviour towards the environment (OCBE) of academic staff and, in turn, its impact on the environmental performance. Second, the mediating impact of OCBE between each of Green HRM practices and environmental performance is assessed. The data were collected from September until November 2017 on two campuses of a renowned public research university in Malaysia. Using quantitative research design, a structured questionnaire was used among the academic staff of the university. Convenience sampling was used to select the respondents from both campuses, and the Partial Least Squares (PLS) modelling technique was used to analyse the data, which comprised 122 respondents. Overall findings showed that three sets of Green HRM practices based on the Ability-Motivation-Opportunity framework had a significant impact on OCBE. Furthermore, OCBE had a significant relationship with environmental performance. For the mediation analysis, the results showed that OCBE exhibited by academic staff acted as a means through which the Green HRM practices of a university can positively influence the environmental performance of a university campus. The originality of this study rests in shedding light on Green HRM practices in the higher education sector and highlighting the critical role of academic staff’s environmentally friendly behaviour for improving the environmental performance of a university.

Introduction

Globally, researchers and environmental policymakers have agreed upon the fact that the reasons for environmental deterioration like resource deficits, increasing pollution and the loss of biodiversity are deep-rooted into human behaviour (Mtutu & Thondhlana, 2016; Renwick et al., 2013). In response to this, many organisations are inclined towards ensuring that their daily operations are less harmful to the environment through the implementation of environmental management systems (EMS) or green initiatives (Fawehinmi et al., in press). Hence, an emerging need exists for understanding and shaping employee behaviour to minimize the negative environmental impacts of their activities in organisations. In response to these concerns, the role of Green Human Resource Management (HRM) in influencing green employee behaviour in the workplace has emerged as a topic of study (Dumont et al., 2016). Green HRM is the inclusion of environment consciousness within the whole HRM process of hiring, training, rewarding and developing a green workforce that understands and values environment-friendly values, practices, and initiatives. Besides, contemporary researchers supporting the role of human resources in environmental performance have concentrated on environment-friendly employee behaviour as a crucial factor in successfully implementing environmental policies at the workplace (Kim et al., 2017).

Integrating appraisal theories of emotion and the literature of self-conscious emotion, we argue that UPB has a paradoxical nature that can lead to ambivalent emotional reactions, with implications for subsequent behavior. On the one hand, because UPB benefits one’s organization, it should trigger feelings of pride. However, given its unethical nature, UPB should also trigger feelings of guilt. Using an experience sampling study of 91 customerservice agent dyads in the technology consultancy industry, we find that daily UPB is positively associated with daily pride and guilt. These emotions in turn lead to increased citizenship behavior directed towards the organization and customers, respectively. We replicate these findings with another experience sampling study of 78 triads (focal employees, co-workers, and customers) in the financial service industry. More importantly, we find that service employees’ guilt proneness moderates the link between daily UPB and pride, such that UPB leads to heightened feelings of pride especially when the service employees have lower levels of guilt proneness. We conclude by discussing the theoretical and practical implications of our work.

Introduction

“On a daily basis, I engage in different degrees of selling behavior that would harm the customers, yet it is good for the company…Sometimes I feel like I am achieving something…Sometimes I feel like I am doing a wrong thing…” Anonymous study participant, customer service The opening quote reflects a sentiment that many customer service employees may feel on a daily basis. Indeed, unethical pro-organizational behavior (UPB), defined as “actions that are intended to promote the effective functioning of the organization or its members and violate core societal values, mores, laws, or standards of proper conduct” (Umphress & Bingham, 2011, p. 621), is ubiquitous among service industry employees. Research reveals that many employees, particularly those in the service sector, admit to engaging in these questionable behaviors in order to benefit their organizations (e.g., Bellizzi, 2008; Chen, Chen, & Sheldon, 2016; Kaptein, 2008a). Given this trend, scholars have paid increasing attention to UPB in recent years. To date, this growing literature has revealed numerous antecedents, such as organizational identification (Umphress, Bingham, & Mitchell, 2010), affective commitment (Matherne & Litchfield, 2012), and leadership styles (e.g., transformational leadership; Effelsberg, Solga, & Gurt, 2014). Despite the valuable insights from prior research on UPB to date, our understanding of the nature and nomological net of UPB is incomplete for two reasons.

1- Introduction

2- Purpose

3- Literature review and hypotheses

4- Methodology

5- Stage 1

6- Stage 2

7- Discussion

8- Theoretical implications

9- Practical implications

10- Limitations and future studies

References

Abstract

The purposes of these studies are twofold. One was to confirm the Authentic Leadership Questionnaire originally developed and validated by Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008) in the Chinese hospitality industry. The second purpose was to test whether authentic leadership influences employee’s trust in leaders, customer-oriented organizational citizenship behavior (OCB), and service quality in the Chinese hospitality context and to examine the mediating role of trust in leaders. Data were collected in two stages from five-star hotels in all parts of China. It was discovered that authentic leadership is confirmed to be a higher-order factor construct with 4 first-order factors and 16 items in China. The relationship between authentic leadership and customer-oriented OCB was partially mediated by trust in leaders. Implications and limitation were also addressed in the conclusion.

Introduction

In response to the pervasive corporate and government malfeasance early in the twenty-first century, a large number of leadership scholars and practitioners have called for a new type of genuine and value-based leadership to restore hope, confidence, integrity, and honor in business and institution paradigms (Gardner, Cogliser, Davis, & Dickens, 2011). Considering the ethical misconduct and resultant business failures across industries worldwide, Copeland (2016) claims authentic leadership is urgently needed in the twenty-first century. This increasing demand for a leadership paradigm shift was paralleled by a strong interest among scholars who sought to define, construct, and refine authentic leadership theory. Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008) explicitly conceptualized authentic leadership as a high-order construct and defined it as “a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate” (p. 94). They also proposed a higher order Authentic Leadership Model. According to Walumbwa et al. (2008), authentic leadership is essentially displayed through self-awareness, balanced processing, internalized moral perspective, and rational transparency. Self-awareness refers to knowing one’s own strengths and weaknesses and the social impact on other people (Kernis, 2003). Balanced processing refers to leaders challenging their deeply held positions and objectively evaluating all relevant information when making a decision (Walumbwa et al., 2008). Internalized moral perspective refers to self-regulation based on internal moral standards and values, as opposed to behavior guided by external pressures (Walumbwa, Luthans, & Oke, 2011). Relational transparency refers to leader behaviors that openly show one’s authentic self, true thoughts, and feelings to followers to promote mutual trust (Wei, Li, Zhang, & Liu, 2018). Yammarino, Dionne, Schriesheim, and Dansereau (2008) added to the discussion and called for better understanding of the nomological network of authentic leadership and the underlying mechanism by which authentic leadership affects effective organization outcomes. Subsequently, there have been theoretical advances in the authentic leadership field. A large number of studies have been conducted, mostly in the Western context, examining the effects of authentic leadership on several proximal and distal constructs, such as organizational commitment (Gatling, Kang, & Kim, 2016; Walumbwa et al., 2008), turnover intention (Azanza, Moriano, Molero, & Mangin, 2015; Gatling et al., 2016), employee satisfaction (Giallonardo, Wong, & Iwasiw, 2010), organizational citizenship behavior (OCB) (Walumbwa et al., 2008; Walumbwa, Wang, Schaubroeck, & Avolio, 2010), trust in leaders (Clapp-Smith, Vogelgesang, & Avey. 2009; Wong & Cummings, 2009; Wong, Spence Laschinger, & Cummings, 2010), and organizational performance (Clapp-Smith, Vogelgesang, & Avey. 2009; Walumbwa et al., 2008; Wong & Cummings, 2009).

1- Introduction

2- Theoretical background and hypothesis development

3- Method

4- Study 1

5- Study 2

6- Discussion

7- Conclusion

References

Abstract

Emerging research appears to suggest that feeling trusted by management can facilitate employees’ organizational citizenship behavior (OCB). However, it is possible that feeling trusted can have negative effects on hospitality employees. In this paper, we draw on social exchange theory and self-determination theory to examine how feeling trusted can lead to potentially negative consequences for hospitality employees. We tested the hypotheses using data from two different studies. Study 1 used a time-lagged research design to collect a sample of 349 employee-supervisor dyads in a chain of six economy hotels. Study 2 was designed to generalize the results by examining a sample of 509 employees in healthcare hospitals. The results show that employees’ feeling trusted has a direct effect on employee compulsory citizenship behavior (CCB). Furthermore, feeling trusted has an indirect effect on CCB mediated by employee organization based self-esteem (OBSE) and felt obligation, with the latter having a stronger effect. Our research contributes to the literature by examining the dark side of feeling trusted and the mechanism of how feeling trusted influences employee outcomes.

Introduction

In the hospitality industry staff are important for providing good service and building guest loyalty (Chi and Gursoy, 2009). Organizational citizenship behavior (OCB), in particular, has been considered to be an important factor needed by the hospitality industry to build customer satisfaction and loyalty and enhance service quality. Recent research suggests that, in the hospitality context, trusting the employee is crucial to enhance OCB, and trust has naturally been a managing strategy used to motivate the actions of employees (Six and Sorge, 2008). Different from trusting, being trusted – defined as the perception that management willingly accepts its vulnerability to the subordinate’s actions (Baer et al., 2015; Lau et al., 2014) – has received great attention in recent years. Although the existing research has explored the intuitive relationship of how being trusted affects employee behavior, available research so far ignores the possible dark side of feeling trusted (Baer et al. (2015) found that feeling trusted is unwelcome in certain circumstances and can become a ‘poisoned chalice’ for one or other of the parties involved (Skinner et al., 2014). Thus, it is not clear whether feeling trusted is related to negative outcomes and, if so, how. Feeling trusted is normally realized through the perception of reliance and disclosure by supervisors, for example, delegating important tasks and sharing sensitive information (Lau and Lam, 2008).

Introduction

Literature review

Methodology

Search strategy

Results and discussions

Conclusions

Limitations

References

Abstract

Purpose – The purpose of this paper is to synthesize the fragmented literature on organizational citizenship behavior (OCB), leader–member exchange (LMX), learning, innovative work behavior (IWB) and employee performance across different countries, disciplines and organizations, thereby broadening the literature breath and making gap identification comprehensive. Second, it provides information on how much studies have been concentrated on Africa with the goal of provoking scholarly work in a unique cultural setting on the interrelatedness of these concepts.
Design/methodology/approach – Relevant literature search was undertaken using key search terms, “employee performance,” “OCB,” “LMX,” “IWB,” “individual learning” and “team learning.”
Findings – The findings show positive relationships between the behaviors and employee performance. They also reveal an interesting diversity in the study across multidisciplinary fields holding both cultural and contextual significance for academia and practitioners.
Research limitations/implications – The limitation of literature to peer-reviewed journals from the authors’ university library might have missed important information not in this domain. Further studies must make use of additional search terms and engines excluded from this study to provide a more comprehensive analysis.
Practical implications – The paper has important managerial implications for practitioners. The analysis can support the understanding of employee performance from a broader and more diverse view points; and help in providing insight into real-life opportunities, constraints and solutions in enhancing performance management. Originality/value – This systematic literature review highlights important knowledge gaps which need to be explored especially in the African and Ghanaian contexts.

Introduction

The notion of positive organization behaviors is believed, can create a positive psychology in the working environment to enhance performance (Avey et al., 2010; Luthans, 2002). Research in management studies continues to attract and deepen understanding of behaviors such as leader–member exchange (LMX), organization citizenship behavior, learning, innovative work behavior (IWB) and their positive effects on performance in organizations (Organ, 2018; Sun et al., 2017; Wang et al., 2008). Globalization, a knowledge society and changes in the work environments have brought into sharp focus the need for organizations to sustain competitive advantage. To achieve this, the intangible internal human element reflected in knowledge, skills and attitudes (Kamoche, 1996; Mueller, 1996; Barney and Wright, 1998); and the conscious effort of applying positive measureable human resource strengths and psychological capacities that can be developed and managed for performance improvement in organizations are necessary (Luthans, 2002). This has been further aggravated in research on positive organizational behavior paradigms that spur performance (Bolino and Grant, 2016). In the bid to understand and explore the phenomenon of individual or employee performance, many empirical studies have been conducted on the subject in relation to different antecedents and other outcome variables. For instance, leadership, customer satisfaction and performance (Ahearne et al., 2005); leadership, resistance, empowerment, satisfaction and performance (Vecchio et al., 2010); empowering leadership, goal orientation and performance (Wong Humborstad et al., 2014); turnover and performance (Wong et al., 2015); commitment, engagement and performance (Nazir and Ul Islam, 2017); learning and performance (Van Der Vegt and Bunderson, 2005); and organizational commitment, citizenship behavior and performance (Asiedu et al., 2014). Similarly, different employee/job models have been developed and used in empirical studies either as stand-alone models; models for specific occupations such as the military and managers; and models that can be used across different occupations (Viswesvaran and Ones, 2000).

Prosocial behaviors such as organizational citizenship behavior (OCB) and customer-oriented citizenship behavior (CCB) are the social currency in socialization process, especially in the service encounter context. However, less is known about how OCB and CCB influence employee performance and the intervening role of trait-related moderators (i.e. empathy and mindfulness). Premised upon socialization process, altruistic motivation and self-determination theory, we propose a moderated mediation model that integrates OCB, CCB, empathy, mindfulness, and employee performance. We find that OCB positively affects employee performance through CCB. We also find that the effect of OCB on CCB and, ultimately, on employee performance is stronger for high levels of empathy and mindfulness compared to low levels. We discuss the implications for theory, practice, and future research.

Introduction

Service has become a dominant player in many developed and emerging economies, with many of which relying on services for more than 70% of their gross domestic product (Ostrom et al., 2008; Lemon, 2010; Maiti, 2018). Marketing practitioners in service firms are increasingly required to “raise the bar” in the provision of service to achieve high levels of employee performance (Bell and Menguc, 2002; Schneider et al., 2005; Chan et al., 2010; Fu et al., 2019). To this end, service firms have recently encouraged frontline employees to practice extra-role behaviors that are congruent with their personal traits. Extrarole behavior refers to the informal and voluntary behavior not included as part of an employee’s official job duties but might affect the well-being of the organization and its employees (Bettencourt and Brown, 1997; Bettencourt et al., 2001; Schneider et al., 2005). Organizations often benefit from their employees who are willing to go above and beyond the call of duty (Hart et al., 2016). Two primary forms of extra-role behavior of frontline employees include organizational citizenship behavior (OCB) (Smith et al., 1983; Organ, 1988) and customer-oriented citizenship behavior (CCB) (Netemeyer et al., 2005; Auh et al., 2014). Empathy and mindfulness are essential personal traits that have received considerable attention in clinical and psychology literature (e.g., Wieseke et al., 2012; Brown and Ryan, 2003; Halpern, 2003; Bishop et al., 2004; Hayes and Feldman, 2004). These personal traits of frontline employees, who are often in contact with customers in service firms, may complementarily intervene the way they interact with customers (Ye et al., 2007).

1- Introduction

2- Literature review and research hypotheses

3- Methodology

4- Results

5- Discussion

References

Abstract

This study investigates the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance. Specifically, it explores the mediating role of organizational identification and work engagement in the relationship between transformational leadership and job performance and organization-directed citizenship behaviors. Additionally, it examines whether proactive personality moderates the effect of transformational leadership on identification and engagement. Data from 323 frontline hotel employees were analyzed using partial least square regression. Results show that identification and engagement fully mediate the relationship between transformational leadership and organizational citizenship behaviors, whereas engagement partially mediates the link between transformational leadership and job performance. Results indicate a sequential mediation effect of identification and engagement on employee performance. Finally, findings show that proactive personality strengthens the effect of leadership on identification and engagement. The study provides information for hotel managers about why and under what circumstances employees perform the way they do.

Introduction

Due to the importance of frontline employee performance in the competitive hospitality industry, scholars and practitioners have long tried to determine its predictors. Among the different variables investigated in the literature, previous research widely identifies supervisory behavior as playing a key role in affecting the performance of frontline employees. In service- and people-oriented businesses, such as the hospitality industry, the success of an organization largely depends on the role of managers (Terglav et al., 2016), as they influence employees’ emotions, attitudes and behaviors (Avolio et al., 2004) and the way they interact with customers (Wallace et al., 2013). Specifically, transformational leadership, defined as a “style of leadership that transforms followers to rise above their self-interest by altering their morale, ideals, interests, and values, motivating them to perform better than initially expected” (Pieterse et al., 2010, p. 610), is currently the most widely accepted paradigm in the leadership literature (Judge and Piccolo, 2004). Prior studies in the transformational leadership area provide empirical evidence of the positive effects of this variable on frontline employee performance (Fuller et al., 1996; Judge and Piccolo, 2004; Lowe et al., 1996). However, further research is needed regarding the specific mechanisms by which these effects occur, and the boundary conditions under which transformational leadership improves employee performance (Holten et al., 2018; Pan and Lin, 2015; Patiar and Wang, 2016). Therefore, this research aims to provide new insights into why and under what circumstances transformational leadership enhances the performance of frontline employees, including job performance and organizational citizenship behaviors directed at the organization (OCBO), in the context of the tourism and hospitality industry. In response to these calls for further research, this study draws on social identity theory (SIT) and social exchange theory (SET) to explore the mediating role played by the psychological relationship between the employee and the organization, in terms of the employee’s organizational identification and work engagement. Under SIT, organizational identification is a form of social identification “where the individual defines him or herself in terms of their membership in a particular organization” (Mael and Ashforth, 1992, p. 105).

The study examined how CSR is practiced in Kuwait, a country in an understudied region of the world, and considered the impact of the political and economic structure of a country on CSR practices. Semi-structured interviews with a purposive sample of communication executives found strong cooperation between the public and private sectors in Kuwait for CSR projects and for promoting country image, related to the sociocultural context of the country. Kuwaiti corporations associate themselves with the country of Kuwait when engaging in CSR activities in other countries and have a strong sense of corporate citizenship that reflects the collectivistic culture. Understanding CSR in different societal and cultural contexts and how it can affect country image is important for global public relations scholarship as well as for successful business practice.

Introduction

Corporate social responsibility (CSR) impacts a number of public relations concerns that include corporate reputation, image management, and relationship management (Clark, 2000; Stark & Kruckeberg, 2003). CSR has been studied for decades, but the majority of studies have been conducted in a limited number of countries, and understudied in the context of many parts of the world (Jain, De Moya, & Molleda, 2014). A few studies have looked at CSR practices in countries such as Pakistan (Din, Sohail, & Shahzad, 2008), Kazakhstan (Smirnova, 2012), Thailand (Rajanakorn, 2012), and Romania (White, Vanc, & Coman, 2011), but most CSR studies have been conducted in countries with similar political and economic infrastructures. Even among similar countries, differences have been noted. For example, Freeman and Hasnaoui (2011) conducted a study in four Western countries (Canada, France, the United Kingdom, and the United States) to explore CSR practices, definitions, and conceptualizations, and found that in each country, CSR was viewed and conceptualized differently. Kim, Amaeshi, Harris, and Suh, (2013) found that CSR practices in South Korea differed from those in the United States and the United Kingdom, and concluded that notions of CSR as practiced in Western societies cannot be applied to South Korean society. More research is needed to identify and explain the differences, which is the necessary first step to theory building about CSR in a global context. Gjølberg (2009) postulated that CSR strategies cannot be separated from contextual considerations such as cultural, political, and economic factors since national environments shape CSR practice (Din et al., 2008; Smirnova, 2012). Thus, a challenge of CSR research in the global environment is not just to describe CSR practice in different countries, but also to explore how the infrastructure of a country (political and economic factors) and societal expectations (culture) may influence it.

1- Introduction

2- Theoretical background

3- Methodology

4- Results

5- Discussion and conclusion

References

Abstract

Despite the important contribution made by green human resource management (GHRM) towards organizational citizenship behavior for the environment (OCBE), few published studies have investigated this significant contemporary topic in the hospitality industry, which constitutes a major gap in the literature on the greening of the hospitality industry. Drawing on Ability-Motivation-Opportunity theory, this study develops and tests direct and interactive effects of GHRM practices on OCBE. A mixed methodology is applied, with a survey of 203 employees working in 4–5 star hotels being conducted first to test six hypotheses, followed by qualitative research into two specific cases. The results indicate a mixture of expected and unexpected findings, including: (i) the direct effects of GHRM practices on OCBE; (ii) the interaction of three GHRM practices (training, performance management and employee involvement), which can enhance employees’ voluntary green behavior, dependent on the level of green performance management and green employee involvement; and (iii) that green training is seen as a key mechanism to boost employees’ voluntary green behavior. The originality of this manuscript is based on its status as one of the first mixed-methodology works on GHRM in the hospitality industry in an emerging economy.

Introduction

Anchored in Ability-Motivation-Opportunity theory (Appelbaum, Bailey, Berg, & Kalleberg, 2000), this study aims to explain the relationships between GHRM practices and OCBE. Additionally, the interactive effects of the GHRM practices of green training, green performance management, and green employee involvement on OCBE are investigated through a mixed-methodology approach applied to hotels located in an emerging, yet so far under-studied context: Vietnam. Therefore, this work creates a bridge between two important topics in tourism management: environmental management (Martinez-Martinez, Cegarra-Navarro, Garcia-Perez, & Wensley, 2019) and human resource management (Baum, 2015), applied to the hospitality industry. Environmental impact has come to be seen as a significant concern by both organizations and governments over the last few decades (Rhead, Elliot, & Upham, 2015; Robertson & Barling, 2017). Increased environmental pressures from the market and consumers in recent times, as well as modern regulations and laws, have enhanced organizations’ awareness and experience of handling environmental issues, including hotels and the wider hospitality sector (Chan & Hawkins, 2012; Chan & Hsu, 2016). Therefore, environmental concern has recently become an emerging topic in management scholarship (Masri & Jaaron, 2017; Renwick, Redman, & Maguire, 2013), with an emphasis on integrating environmental management strategies with human resource management, a synthesis termed “green human resource management” (GHRM) (Renwick, Redman, & Maguire, 2008). In addition, in order to enhance environmental performance, employees’ involvement in green behavior is necessary, especially organizational citizenship behavior toward the environment (Robertson & Barling, 2017), because such behavior contributes to tackling environmental problems and enhancing organizations’ sustainable development (De Groot & Steg, 2010). In the hotel industry, management strategies for environmental sustainability have become important to improving environmental performance and maintaining competitive advantage (Chan & Hsu, 2016; Molina-Azorín, Tarí, Pereira-Moliner, LópezGamero, & Pertusa-Ortega, 2015).

1. Introduction

2. Literature review

3. Data collection and analysis methods

4. Hypotheses testing

5. Conclusions

References

Our study goal – Modern management is paying more and more attention to new research directions that aim a compound approach of the human psychology and, implicitly, its role in achieving an organizational framework auspicious for performance. Due to this context, our study aims to highlight the correlations between the Organizational Citizenship Behavior (OCB) and the Cultural Intelligence (CQ) in the Romanian academic environment. Research methodology – Data presented, resulted from a sociological investigation, based on a questionnaire and accomplished during 2016 on a representative sample of students from the Romanian Academy of Economic Studies (Bucharest), form the Management Faculty. Information obtained were processed by econometric methods, by/with SPSS (Statistical Package for the Social Sciences), the most used statistical software for social sciences. Ascertainment – This study identifies and measures the intensity between OCB (including its components) and Cultural Intelligence (CQ), links. The results obtained, highlight the existence of some influences of the OCB components, on CQ, but the intensity of the influences is weak. In this situation, OCB can’t be considered a CQ predictor. Research limits – Our study research are available only on the analysed sample. To increase the results applicability, we consider as necessary an extension of the sample, by including foreign students that learn in the Romanian academic environment. Practical Involvement – Our final goal is to boat for Romanian Universities, particular methods and techniques to increase the adaptation capacity of the students from the Romanian Universities to intercultural environments. Originality – Our researches are the first one at national level that aim to demonstrate de link between the Organisational Citizenship Behavior (OCB) and the Cultural Intelligence (CQ).

Introduction

The huge potential of the human brain is, nowadays, one of the less exploited resource in many domains, inclusively in management. Due to nowadays economic and social context, the human software development and optimisation is a major goal of theoretical and practical studies and researches, developed at worldwide level in human resource management. Efficient managing of the human resource in a more and more fluid labour market, which transcend national borders, determine a stressed increase for the interest concerning the relation between the cultural factor and performance. So, it appeared a new approach about the problems concerning personnel selection and training, and about employee cognitive capabilities and abilities development. At the same time, informal behavior role at organisational level, obtains new valence. The two concepts that cover this study area are the Organisational Citizenship Behavior, an informal behavior in its essence and the Cultural Intelligence, a form of human intelligence that highlights the adaptation ability of a person in a multicultural environment.

Employee service quality continues to be recognized as a vital source for a hospitality organization’s competitive advantage. Establishing a strong competitive advantage through service can help distinguish one hospitality organization over its competitors. As such, there is a growing body of literature examining how service-oriented organizational citizenship behavior (OCB) influences customer perceptions of service quality and satisfaction (e.g. Bettencourt and Brown, 1997; Bettencourt et al., 2005; Podsakoff et al., 2009; Yen and Niehoff, 2004). Service-oriented OCB refers to “discretionary behaviors of contact employees in serving customers that extend beyond formal role requirements” (Bettencourt and Brown, 1997, p. 41), and often include service encounters in which service employees go above and beyond their formal duties to provide exceptional service. The literature on service-oriented OCB from the customer’s perspective has mainly focused on the link between service-oriented OCB and customer reactions (e.g., Hong et al., 2013; Koys, 2001; Podsakoff et al., 2014; Schneider et al., 2000; Schneider et al., 2005). While it is evident that service-oriented OCB does indeed lead to more positive customer reactions, there is a lack of research focusing on how demographic characteristics of the customer, such as customer gender, can interact with the type of service-oriented OCB performed by service employees. This is a particularly important gap in understanding how service-oriented OCB affects customer reactions because outside of the service context, extant research shows that female employees benefit less from performing OCB than male employees, particularly when the type of OCB matches the gender roles (e.g., Allen, 2006; Heilman and Chen, 2005; Kacmar et al., 2011; Kark and Waismel-Manor, 2005), suggesting that customer reactions to service-oriented OCB might depend on customer and service employee gender. A clearer theoretical understanding of how customers react to service-oriented OCB will help service firms better manage service-oriented OCB within an increasingly diversified workforce. For example, in a case study of customer satisfaction from hotels rated in TripAdvisor.com, Magnini et al. (2011) found that the most important source of customer satisfaction was service-oriented OCB (e.g., being friendly, helpful, pleasant, and accommodating); more than various characteristics of the hotels (e.g., cleanliness, décor, location, and amenities).

Improvement of human resources will determine the progress of a nation because the government is concentrating its attention on the development of human resources. In accordance with Indonesian government regulations No. 37 of 2009 which states that the university as an educational institution has a very big role in the development of human resources and improving the competitiveness of the nation. Seeing such roles, each lecturer is required to always improve themselves and have high performance that can be seen from the perspective performance, both related to official duties (in role performance) which is a requirement of organizations and performance beyond the role (extra-role performance). Extra-role performance in this regard is the Organizational Citizenship Behavior is very important for the effectiveness of the organization. One factor that can form the OCB is personality. Individual personality is a predictor playing an important role for a lecturer. Employee commitment is the pride of the employees of the organization as well as the viscosity of the bond between employees and the organization believed to be able to increase the OCB. If employees feel proud of the organization, then the enthusiasm to do the job as well as assist other members will be better (Organ et al., 2006). A further factor which affects the OCB is the support organization. Each individual perceives that the work done is an investment that will give you time, energy, and effort to get what they want. Job satisfaction is one of the factors that can also effect OCB. Employees who feel satisfied in work will speak positively about the organization, helping colleagues, and seeking to achieve performance beyond the demands of organizations, and then a disgruntled employee will be more obedient to the task because they are eager to repeat the positive experiences. Based on the foregoing description, this study is to investigate the effect of personality, organizational commitment and job satisfaction on performance by using variable moderating effect organizational citizenship behavior.

The relationship between ethical leadership and organizational citizenship behavior (OCB) is an important topic for understanding the effect of ethical leadership within an organization. For the past decade, researchers have explained the relationship between ethical leadership and OCB through two perspectives: social learning theory (Bandura, 1986) and social exchange theory (Blau, 1964). Ethical leaders are regarded as role models in caring for and respecting others’ well-being; subordinates imitate their leaders’ behaviors by becoming caring toward their coworkers and organizations (Frisch and Huppenbauer, 2014; Mayer et al., 2009). Ethical leaders treat all subordinates with respect and care that can develop high-quality affective exchange relationship between them and their subordinates, which in turn elicits OCB (Mayer et al., 2009; Newman et al., 2011). However, there are two gaps that need to be addressed. First, with the escalating influence of workplace ostracism on organizational behavior, workplace ostracism has become a concern for organizations. Some research works have examined the association between workplace ostracism and employees’ citizenship. Ferris et al. (2015) theorized and found that ostracized employees showed lower self-esteem and engaged less in citizenship behavior in order to be consistent with their deficient self-views. Leung et al. (2011) reported that ostracized employees engage less in citizenship behavior which leads to a lower level of engagement at work; being ostracized depletes employees’ regulatory resources. A recent research based on a social identity perspective shows that workplace ostracism decreases citizenship behavior by undermining employees’ identification with the organization (Wu et al., 2016). Workplace ostracism, which refers to an individual’s perception of being ignored or excluded at work (Ferris et al., 2008), has been demonstrated to negatively affect core employee attitudes and behaviors, including job satisfaction, organizational commitment, job performance, prosocial behavior, and well-being (Ferris et al., 2008; Balliet and Ferris, 2013; Leung et al., 2011). When individuals are ostracized, they perceive themselves to be outsiders from the group and believe they are different from their colleagues, thus threatening their sense of belonging (Williams, 2007).