Надролевое поведение работника: проявления, предпосылки и последствия
The purpose of this paper is to examine manifestations, antecedents, and consequences of employees’ extra-role behaviour in Russian business organisations. The authors empirically identify four distinct types of extra-role behaviour: active prosocial, passive prosocial, oriented towards extra efforts at work, and challenge-oriented. The study is based on a sample of 112 employees from two organizations (manufacturing and IT). The analysis shows that organization-based management practices are stronger predictors of extra-role behaviors compared to respondents’ individual characteristics. The authors also found that the two types of extra-role behavior (‘passive prosocial’ and ‘oriented towards extra-efforts at work’), typically demonstrated by among by low-resource employees, seemingly result from poor management practices, and negatively influence on respondents’ job satisfaction and career promotions. In turn, high-resource employees tend to be engaged in active prosocial and change-oriented behaviors. These two types of extra-role behavior lead to higher work satisfaction and career success. The analysis enriches understanding of the nature of extra-role behavior in Russian organisations, its costs and benefits for organisations. It reveals the most effective types of extra-role behavior to be recommended for managerial implications.
The problem of the study is link between entitativity and organizational citizenship behavior (OCB). The purpose of the paper is to broad the domain of person’s psychological attachment to the organization from widely used constructs of organizational commitment and identification to perceived integrity versus entitativity. In organization settings there are two groups (or foci), which form strong person’s attachments: working group and the organization as a whole. These groups also called foci of organizational identification. Entitativity and organizational identification were measured with both foci. «The Group Entitativity Measurer» (GEM) was used to measure both foci of entitativity. Organization identification with work group was measured with A Hierarchical (Multicomponent) Model of In-Group Identification adapted to Russian sample. We suppose that strong psychological attachments to group form behavior that beneficial both for the employee and for the organization. This voluntary behavior called Organizational Citizenship Behavior. The sample is a factory workers (N = 124) mostly men from Vologda City of Russia. The perceived entitativity of the work group predicts identification with the organization as a whole (R2=0.07***) and with the working group (R2=0.18***). Significant relationships between OCB and perceived entitativity of two foci were absent. Nevertheless some forms of organizational identification predict OCB. Emotional identification with organization as a whole predicts 3% of OCB variation.
The current transformation of the labor sphere is often inconsistent in the direction and
content of the changes in employment relations and working activity. This has prompted
a revision of the theoretical foundations of the study of values and motives at work.
In this paper, work activity is regarded as a set of value-orientation bases, specific labor
practices and the true motivation of work behavior. In particular, we distinguish between
value dispositions and true work motivation, which depends on specific workplace and
Our survey of 1,423 Russian workers and managers revealed (1) the determinants
of the existing role standards in the work activity of Russian employees, (2) the role of
employees’ value dispositions in these processes, and (3) the importance of the socio-
economic conditions of specific jobs and occupations.
The findings confirm the dominance of materialistic values, although there are
significant differences in the actualization of values focused on personal development
within professional and industrial dimensions. We also find that the orientation towards self-
realization and professional development and the possibility of obtaining new knowledge
and skills are significantly associated with a positive normative model of individual work
behavior. Additionally, we reveal the considerable impact of the work content on the
demonstration of diligent and professional work. Finally, we find that true work motivation
is very much aligned with the norms and rules adopted in particular work environments.
Most psychological theories and research on shame focus on the uglyaspects and negative consequences of this emotion. Theories on moral emotions, however, assume that shame acts as a commitment devicemotivating prosocial behavior. To solve this apparent paradox, the authors studied the effects of shame on prosocial behavior. Shame was hypothesized to motivate prosocial behavior when it was relevant for the decision at hand (endogenous). In contrast, shame that was not relevant for the decision at hand (exogenous) was hypothesized to have no such effects. Four experiments with three different shame inductions and two different measures of prosocial behavior confirmed that endogenous shamemotivated prosocial behavior for proselfs but that exogenous shame did not.Shame is shown to have a clear interpersonal function in the sense that itacts as a commitment device.
Organizational citizenship behavior (OCB) is an important management construct. Despite previous investigations in relation to social capital, the role of networks in its emergence has received only limited attention. In this paper we investigate the relationship between OCB, with data collected from supervisors evaluating their subordinates; several types of organizational networks (professional, friendship, support, supervisor-subordinate), and several other constructs (collected from the employees themselves), shown to affect OCB in the past. All data were collected at a large insurance company in Russia. Outcomes of this study have several important implications. First, the impact of networks on manifestation of OCB depends not only on the strength of network ties, but on types of network. Second, interorganizational relationships are complex and consist of several levels of mediated relationships. Results of this study can impact the theoretical understanding of OCB and have practical implications for the supervisor-subordinate relationships in the workplace.
Several approaches to the concept of fatherhood present in Western sociological tradition are analyzed and compared: biological determinism, social constructivism and biosocial theory. The problematics of fatherhood and men’s parental practices is marginalized in modern Russian social research devoted to family and this fact makes the traditional inequality in family relations, when the father’s role is considered secondary compared to that of mother, even stronger. However, in Western critical men’s studies several stages can be outlined: the development of “sex roles” paradigm (biological determinism), the emergence of the hegemonic masculinity concept, inter-disciplinary stage (biosocial theory). According to the approach of biological determinism, the role of a father is that of the patriarch, he continues the family line and serves as a model for his ascendants. Social constructivism looks into man’s functions in the family from the point of view of masculine pressure and establishing hegemony over a woman and children. Biosocial theory aims to unite the biological determinacy of fatherhood with social, cultural and personal context. It is shown that these approaches are directly connected with the level of the society development, marriage and family perceptions, the level of egality of gender order.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.