Making the organization fly:organizational identification and citizenship in full-service and low-cost airlines

Recently, the service industry has seen a low-cost sector emerge alongside the traditional full-service sector. We explored whether these business models have different implications for employee cooperation, one factor that plays an important role in organizational functioning. Drawing on the social identity perspective, we argue that employees will identify less strongly with the lower-status, low-cost organizations, reducing their intrinsic motivation for such cooperation. We tested these relationships among employees in Thailand's airline industry. In line with expectations, flight attendants working for low-cost airlines (N = 77) perceived their organizations to have lower status than those working for the full-service airlines (N = 77), and this was associated with reduced organizational identification. This in turn predicted lower levels of organizational citizenship behaviour and a stronger desire for organizational exit. © 2010 Hogrefe Publishing.

Antecedents of leader-member exchange and explanation of its relationship with citizenship behavior

This study examined personal/interpersonal antecedents of leader-member exchange (LMX) and why and how LMX is related to the helping and voice dimensions of citizenship behavior. The results indicate that: (i) proactive personality and supervisor trust in employee were significant antecedents of LMX; (ii) the psychological empowerment dimension of autonomy partially mediated the LMX-helping relationship whereas the LMX-voice relationship was fully mediated the by autonomy and impact dimensions of psychological empowerment; and (iii) organization-based self-esteem more strongly moderated the LMX-helping relationship relative to the LMX-voice relationship.

Leader-member exchange and contextual performance:the mediating influence of organization-based self-esteem

This study examined the mediating influence of organization-based self-esteem (OBSE) on the relationship between leader-member exchange (LMX) and contextual performance. Respondents were Indian employees and their immediate supervisors. Results of structural equation modeling (SEM) that compared the fit of a fully mediated model to a partially mediated model revealed support for the hypothesized fully mediated model. Specifically, the SEM results showed the relationship between LMX and the contextual performance facets of interpersonal facilitation and job dedication to be indirect, through OBSE. Support for the hypothesized mediating influence of OBSE highlights the multiple motivational underpinnings of contextual performance