Organizational Citizenship Behaviors Among Public Employees In Guadalajara Metropolitan Area, Mexico

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This study develops a theoretical framework to examine the major dimensions of transformational leadership style (TLS), public service motivation (PSM), organizational citizenship behavior (OCB), and public organization performance (POP). It is hypothesized that when employees perceived a public organization is practicing a transformational leadership style, they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB. At the same time, if employees have a strong desire to serve and improve the welfare of others, they are likely to perform beyond their job requirements and thus, likely to express ... continued below

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León Cázares, Filadelfo December 2011.

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  • León Cázares, Filadelfo

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Description

This study develops a theoretical framework to examine the major dimensions of transformational leadership style (TLS), public service motivation (PSM), organizational citizenship behavior (OCB), and public organization performance (POP). It is hypothesized that when employees perceived a public organization is practicing a transformational leadership style, they are likely to have a favorable view on the performance of their organization, but the effect is indirect and mediated by OCB. At the same time, if employees have a strong desire to serve and improve the welfare of others, they are likely to perform beyond their job requirements and thus, likely to express a positive view on the organizational performance. A structural equation modeling was used to examine 1,016 public employees (67.7% response rate) in the Guadalajara metropolitan area, Mexico i.e., concerning their perceptions about leadership style, motivation to serve in the public sector, citizenship behaviors, and public organizational performance. The results suggest that if Mexican public employees perceived their leaders to adopt a transformational leadership style, they were likely to have a favorable view on the performance of their organization (direct effect); and that, the effect is mediated by their tendency to engage in activities that would contribute to the functioning of the organization without expecting any kinds of reward (indirect effect). In addition, if employees have a strong motivation to serve in the public sector, they are also likely to have a favorable view on the performance of the organization; and that, the positive effect is mediated by their tendency to act for the goodness of other employees and organizations without expecting some form of reward (indirect effect). A multi-group analysis, based on the hypothesized model, revealed the associations varied across three groups: difference between male and female, places of employment within the public sector (i.e., local or state government), and job descriptions or major tasks performed by employees in an organization (i.e., services oriented or administrative role).

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  • December 2011

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  • Oct. 2, 2012, 4:18 p.m.

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  • Nov. 16, 2016, 12:07 p.m.

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León Cázares, Filadelfo. Organizational Citizenship Behaviors Among Public Employees In Guadalajara Metropolitan Area, Mexico, dissertation, December 2011; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc103353/: accessed September 19, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .