W. Randy Evans

An Examination of Perceived Corporate Citizenship, Job Applicant Attraction, and CSR Work Role Definition

Recent perspectives on corporate social responsibility (CSR) have called for increased research on how CSR affects individuals. Research is needed to examine whether individual differences affect the relationship between CSR and individual reactions to CSR. In response, this experimental study examined how perceptions of corporate citizenship influence job applicant attraction and work role definitions. Personal values and education concerning CSR are considered as interactive factors affecting the influence of perceptions of corporate citizenship. Results indicate that perceived corporate citizenship had a greater impact on job applicant attraction for those individuals who received prior education regarding CSR and for those who were higher in other-regarding value orientation. Furthermore, perceived corporate citizenship had a positive impact on the extent to which participants defined CSR as a personal work role responsibility. The authors also discuss the practical implications of these results for job applicant attraction and employee socialization.

The Impact of Perceived Corporate Citizenship on Organizational Cynicism, OCB, and Employee Deviance

This study examines the effects of corporate citizenship at the individual employee level. Four distinct contributions beyond the existing literature are offered. First, the relationship between perceived corporate citizenship (PCC) and employee organizational citizenship behavior (OCB) is further clarified. Second, the negative job behavior of employee deviance is considered as an outcome. Third, the attitude of organizational cynicism is positioned as a mediator of the relationships between PCC and the job related behaviors of OCB and employee deviance. Fourth, we disaggregate the PCC measure and explore its relationships with organizational cynicism, OCB and employee deviance. Findings illustrate that the four separate dimensions of PCC have differential relationships with the outcome variables.

Student Incivility A Domain Review

A review of the literature was conducted on student incivility in higher education, with an eye toward implications for instructors in business. The incivility construct is defined in the context of numerous associated concepts that have been studied in the higher education literature. Evidence is shared about the prevalence of student incivility and its causes, both student- and instructor-related, with a targeted focus on establishing what is known (and not known) based on prior empirical research. Ultimately, practical strategies for instructors as well as meaningful, theoretically grounded directions for future research are outlined.

History‐of‐management‐thought about social responsibility

Purpose – The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history‐of‐management‐thought perspective.Design/methodology/approach – The history‐of‐management‐thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR.Findings – Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm‐stakeholder relat...

Corporate Citizenship and the Employee: An Organizational Identification Perspective

Social identity theory and the related concept of organizational identification provide a conceptual lens to consider how and why corporate citizenship affects individual employees. The model we develop predicts that employee perceptions of corporate citizenship (PCC) indirectly affect organizational citizenship behavior (OCB) and employee deviance. Results from a sample of working adults demonstrate that PCC directly influences organizational identification, which in turn affects employee behavioral outcomes. Organizational identification was positively related to employee OCBs and negatively related to employee deviance. Furthermore, the strength of influence of organizational identification was greater for organizationally directed OCB and deviance than it was for individually directed OCB and deviance.

Affective organizational commitment and organizational citizenship behavior: examining the relationship through the lens of equity sensitivity

The main purpose of this study was to test the relationship between affective organizational commitment (AOC), organizational citizenship behavior (OCB), and equity sensitivity, which heretofore has not been examined. Results revealed an interaction between AOC and equity sensitivity such that persons with an entitled orientation exhibited higher levels of OCB as their degree of AOC increased. Individuals with an entitled orientation and lower levels of AOC exhibited the lowest levels of OCB. This research suggests that organizations should focus on improving the level of AOC in order to increase the citizenship behavior of their entitled members. The moderating effect of equity sensitivity may help to explain why the relationship between AOC and OCB has been characterized as modest or weak in previous research studies.

High-Performance Work Systems as an Initiator of Employee Proactivity and Flexible Work Processes

We offer a conceptual framework that explicates the effect of high-performance work systems (HPWS) on the flexibility of organizational work processes. The flexibility of work processes is conceptualized as the extent to which organizational work routines can be modified by employees to better exploit existing capabilities or be adapted to explore new alternatives. We argue that HPWS directly facilitate individual proactivity, and foster a supportive social structure that further enables individuals to be proactive in modifying their work processes. The proposed model is in response to calls for researchers to consider proximal outcomes related to the use of human resource management (HRM) systems and, more specifically, the need to better understand how HRM systems can enable employees to respond to threats and opportunities. Future research issues are also considered, including recommendations for empirical assessment of how employees modify their work processes.

Resource-based foundations of strategic human resource management: a review and extension

This manuscript reviews and extends the contribution of the Resource-Based View (RBV) to the field of Strategic Human Resources Management (SHRM). After reviewing the RBV foundations, we address the evolving RBV controversies and limitations. We extend the traditional RBV perspective to include the normative pressures, rent appropriation, and human resource architecture as important considerations influencing SHRM effects on the firm performance. In conclusion, implications and recommendations are offered to more clearly understand the relationship between human resources management, human capital, and organisational performance.

Ethical Leadership: Not Everyone Responds Equally

ABSTRACT Theoretical frameworks associated with ethical leadership have not fully considered the nature of the leader–follower exchange, and, in addition, few studies have considered the impact of follower individual differences in reactions to ethical leadership. Our research extends the customary social exchange perspective of transactional and relational resources by accounting for the ideological resources (i.e., value-oriented principles) that can also imbue the leader–subordinate relationship. Second, differences in equity sensitivity are hypothesized to moderate the influence of ethical leadership on employee attachment to the organization. We predicted that the impact of ethical leadership on organizational commitment, job satisfaction, and organizational identification is greater for individuals with a more benevolent orientation. In Study 1 (N = 223), equity sensitivity moderated the influence of ethical leadership on organizational commitment and organizational identification. In Study 2 (N = 244), an interactive effect was found for the outcomes of organizational commitment and job satisfaction. We consider the theoretical implications of how and why ethical leadership influences follower attitudes and beliefs.