I need help on this. I can provide the discussion post and 5 of the 10 peer reviewed journals referenced.

Annotated Bibliography: Management Assignment

Shaneka Jones

School of Business, Liberty 0University

BUSI 701-B15: Current Topics Business Administration

Dr. Michael Coleman

February 18, 2024

Topic: Organizational Citizenship Behavior and Workplace Burnout

In a recent study, Kelemen et al., (2020) embarked on unraveling the complex relationship between regulatory focus and Organizational Citizenship Behaviors (OCBs), which have long been a subject of scholarly debate. Previous arguments based on compatibility have fallen short in fully capturing the direct connections between regulatory foci and OCBs. Hence, Kelemen et al., (2020) synthesized research aiming to fill this gap by proposing an emotion-related self-regulation process that links regulatory foci with two specific OCBs: helping and voice. The integration of regulatory focus and self-regulation theories in this study sheds light on the nuanced dynamics of these relationships, emphasizing the importance of recognizing employees' regulatory focus to influence desired OCBs positively. Advocacy participation, which is considered supportive OCBO, resulted in higher job satisfaction and lower job stress. Conversely, voice, classified as a challenging OCBO, led to elevated levels of both job satisfaction and job stress (Kelemen et al., 2020). Findings underscore the significance of differentiating between various types of OCBs, particularly in terms of their association with emotional exhaustion. Studies concluded that emotional exhaustion varied between helping and voice behaviors, indicating distinct regulatory resource requirements for enacting or refraining from these behaviors (Van Dyne et al., 1994, 1995, as cited in Kelemen et al., (2020).

Koopmann et al., (2019) research suggests that organizations can play a pivotal role in eliciting the regulatory focus in their employees to promote desired OCBs. His research focused on implementing reappraisal training to help buffer the adverse effects of prevention focus on emotional exhaustion, thus fostering a conducive work environment. This would consist of training employees to consider the larger vision of their departments and understanding how their tasks contribute to it, thus aiming to induce a mindset geared towards advancement, reduce emotional fatigue, and encourage more assistance with tasks.

From a theoretical standpoint, Koopmann et al., (2019) research offers significant implications by focusing on the short-term daily perceptions and emotions of employee OCBs. Here, an actor-centric approach was adopted, emphasizing the fluctuating effects of voice behavior on employees engaged in OCBs. Moreover, Koopmann et al., (2019) examination of within-person variation in employee daily OCBs contributes to the existing literature by offering insights into organizational phenomena from a different perspective. Turning to practical implications, Lin et al., (2020) highlights the potential benefits of helping behavior for employees in terms of improved psychological meaningfulness and safety. However, it also cautions against the detrimental effects of helping behavior on personal resources, urging employees to balance the costs and benefits associated with their prosocial behaviors. From an organizational perspective, Lin et al., (2020) findings underscore the importance of fostering a supportive work environment that encourages psychological safety and meaningfulness. By providing adequate support and facilitating high-quality exchange relationships among employees, organizations can mitigate the adverse effects of helping behavior on employee well-being and performance. Xu et al., (2019) research also adds depth to the literature on affective well-being, work engagement, and organizational citizenship behavior by offering novel insights into the regulatory focus-OCB nexus.

Hongbo, et al., (2021) explored the immediate and long-term costs associated with OCBs, shedding light on how these behaviors can lead to service sabotage through ego depletion. This is a phenomenon wherein individuals demonstrate diminished performance on a self-regulation task following their involvement in a prior task demanding self-regulation. By elucidating the role of Psychological Capital (PsyCap) in mitigating resource depletion, Hongbo, et al., (2021) provide valuable insights into how organizations can effectively manage employee resources to minimize detrimental outcomes. This implicates future research to explore other dimensions of costs associated with OCBs, contributing to a more comprehensive understanding of their implications.

The studies mentioned identified several areas for future research. While there was a proposed mechanism linking regulatory focus with helping and voice through emotional exhaustion, not all underlying mechanisms were directly tested, such as environmental sensitivities and emotions. Future studies could explore these connections to deepen our understanding. Additionally, investigating the within-person variation in regulatory focus, emotion regulation, emotional exhaustion, and OCBs could provide valuable insights into the dynamic nature of self-regulation processes. While one of the studies focused on helping and voice as specific OCBs, it's essential to recognize that findings may not apply universally to all types of affiliative and challenging OCBs. Different OCBs may have varying resource requirements and associations with emotional exhaustion, warranting further exploration. Future research should consider the specific regulatory resource demands of discrete OCBs and the multidimensionality of voice. Generalizability of findings may be limited due to the specific sample characteristics, such as nurses working in a hospital in China. Cultural and occupational contexts can influence the relationship between regulatory focus and OCBs. Therefore, it's crucial to replicate findings in diverse cultural and occupational settings to ensure their robustness and applicability across contexts.

Hongbo, L., Waqas, M., Tariq, H., Yahya, F., Marfoh, J., Ali, A., & Ali, S. M. (2021). Cost of serving others: A moderated mediation model of OCB, ego depletion, and service sabotage. Frontiers in Psychology, 12, 595995-595995. https://doi.org/10.3389/fpsyg.2021.595995

Summary

This study delves into the implications of Organizational Citizenship Behavior (OCB), emphasizing its initial costs for employees and subsequent ramifications for organizations and affiliated parties. It adds to existing literature by elucidating the mechanism through which OCB can lead to service sabotage via ego depletion. Additionally, it explores the impact of Psychological Capital (PsyCap) on employees' behavior following OCB engagement. Findings suggest that OCB depletes employees' resources, hindering their normal conduct, whereas high PsyCap mitigates resource loss, reducing service sabotage tendencies.

Assess

This source was Lin et al., (2020) in that is discusses how OBC depletes employees and causes some to self-sabotage so that they are less likely to be called upon for help in the future. When behaviors are less favorable, they are less likely to be called upon when the company needs a resource.

Reflect

This study will be used to shed light on the immediate and long-term consequences of OCBs and reveal how these behaviors may lead to service sabotage due to ego depletion. Psychological Capital (PsyCap) in attenuating resource depletion, will also be discussed and offer insights for organizations to better manage employee resources and mitigate negative outcomes.

Kelemen, T., Matthews, S., Henry, S., Zhang, Y., & Bradley, B. (2023). Energizing and depleting? The daily effects of organizationally focused citizenship behaviors. Journal of Managerial Psychology, 38(2), 144-157. https://doi.org/10.1108/JMP-05-2022-0222

Summary

This study explores the impact of organizational citizenship behavior towards others (OCBO) on employees, drawing from the dual-pathway model of proactivity. It reveals that both challenging (voice) and supportive (advocacy participation) OCBOs influence job satisfaction and job stress differently. Advocacy participation correlates with increased job satisfaction and reduced job stress, while voice leads to elevated levels of both job satisfaction and job stress. Daily fluctuations in these behaviors are observed, emphasizing their dynamic nature. Furthermore, the study unveils the mediating role of perceptions of prosocial impact and ego depletion in linking OCBO to job satisfaction and job stress, respectively. By adopting an actor-centric approach and examining within-person variations, the research sheds light on the nuanced effects of OCBO on employees, contributing valuable insights to the literature on organizational behavior.

Assess

This source was selected based on its link to Koopmann et al., (2019) study on how Organizational Citizenship Behaviors (OCB) voice is studies to study emotional exhaustion in the workplace.

Reflect

This study will be used to provide more insight on the intricate link between regulatory focus and Organizational Citizenship Behaviors (OCBs) and address previous shortcomings in understanding their direct relationship. It will also be used to present that while advocacy participation, categorized as supportive OCBO, enhanced job satisfaction and reduced job stress, voice, identified as a challenging OCBO, increased both job satisfaction and job stress, highlighting the nuanced dynamics of different OCB types and their association with emotional exhaustion.

Top of Form

Koopmann, J., Johnson, R. E., Wang, M., Lanaj, K., Wang, G., & Shi, J. (2019). A self-regulation perspective on how and when regulatory focus differentially relates to citizenship behaviors. Journal of Applied Psychology, 104(5), 629-641. https://doi.org/10.1037/apl0000366

Summary

Previous arguments based on compatibility have failed to fully elucidate the direct connections between regulatory foci and Organizational Citizenship Behaviors (OCBs). Therefore, this study aims to address the gap by proposing an emotion-related self-regulation process that links these foci to two specific OCBs: helping and voice. Findings support the integration of regulatory focus and self-regulation theories to better comprehend the nuanced relationships between regulatory focus and OCBs. Additionally, the results underscore the importance of distinguishing between various types of OCBs, as emotional exhaustion showed differential associations with helping (which may necessitate regulatory resources for implementation) and voice (which may require regulatory resources for restraint due to its risky nature). Moreover, findings suggest that organizations should identify and elicit the regulatory focus of their employees to influence desired OCBs, while also implementing reappraisal training to mitigate the impact of prevention focus on emotional exhaustion.

Assess

This source was selected based on its link to Kelemen et al., (2023) study on how Organizational Citizenship Behaviors (OCB) voice is studies to study emotional exhaustion in the workplace. It also adds value to XU et al., (2019) study by mentioning that providing fresh perspectives may help influence employee engagement and reduce burnout.

Reflect

This study will be used to discuss how organizations can influence employees' regulatory focus and promote desired OCBs, utilizing reappraisal training to mitigate the negative impact of prevention focus on emotional exhaustion. Helping employees to see the bigger picture may give them a different perspective.

Top of Form

Lin, W., Koopmann, J., & Wang, M. (2020). How does workplace helping behavior step up or slack off? Integrating enrichment-based and depletion-based perspectives. Journal of Management, 46(3), 385-413. https://doi.org/10.1177/0149206318795275

Summary

For employees, engaging in helping behaviors can lead to enhanced psychological meaningfulness and safety, potentially increasing job involvement and satisfaction. Individuals, however must carefully manage their resources as helping may deplete personal reserves. This study suggests that employees should weigh the benefits and costs of prosocial behaviors, especially when resources are limited. From an organizational standpoint, fostering a culture of helping can cultivate meaningfulness, safety, job involvement, and continued assistance among coworkers. Organizations can achieve this by improving work design to offer challenge and autonomy and by creating supportive environments where employees feel valued and can freely seek and provide help. Organizations should be cautious as pushing employees to engage in helping behaviors may lead to increased emotional exhaustion and decreased motivation. To mitigate these effects, organizations are encouraged to prioritize support systems and promote high-quality exchange relationships among employees.

Assess

This source was Hongbo et al., (2021) in that is discusses how OBC depletes employees and causes some to self-sabotage. It also provides a bit of contrast when it mentions that helping can lead to a sense of meaningfulness, thus increasing the chances of involvement and satisfaction. It provided another prospective on the effects of helping but also cautioned to do so with balance.

Reflect

This study will be used to emphasize the positive impact of helping behavior on employees' psychological well-being, including increased psychological meaningfulness and safety. However, they also caution about the potential drawbacks, such as depletion of personal resources, urging employees to consider the balance between costs and benefits. From an organizational standpoint, fostering a supportive work environment that promotes psychological safety and meaningfulness is crucial, achieved through providing support and facilitating high-quality exchange relationships among employees to mitigate the negative effects of helping behavior.

Xu, J., Xie, B., & Chung, B. (2019). Bridging the gap between affective well-being and organizational citizenship behavior: The role of work engagement and collectivist orientation. International Journal of Environmental Research and Public Health, 16(22), 4503. https://doi.org/10.3390/ijerph16224503

Summary

This study contributes to the body of research concerning affective well-being, work engagement, collectivist orientation, and organizational citizenship behavior by illustrating the predictive nature of employee affective well-being on organizational citizenship behavior, with work engagement serving as a key mediating factor in this association. Furthermore, the study also highlights the significant role of collectivist orientation as a moderator. Specifically, when collectivist orientation is high, affective well-being exerts the strongest influence on both work engagement and organizational citizenship behavior. Conversely, in cases where collectivist orientation is low, the impact of affective well-being on work engagement and organizational citizenship behavior is diminished.

Top of Form

Assess

This source links all the studies together in that is discussed balancing the needs of the organization with consideration for the employee’s well-being. In doing so, you reduce the changes of diminished and increase the employees willingness to engage willingly and with ego-depletion.

Reflect

This study will be used to explain how Xu et al., (2019) contributes valuable insights to the literature on affective well-being, work engagement, and organizational citizenship behavior by providing fresh perspectives on the relationship between regulatory focus and OCBs. His research enriches our understanding of how regulatory focus influences employees' engagement in organizational citizenship behaviors.

References

Kelemen, T., Matthews, S., Henry, S., Zhang, Y., & Bradley, B. (2023). Energizing and depleting? the daily effects of organizationally focused citizenship behaviors. Journal of Managerial Psychology, 38(2), 144-157. https://doi.org/10.1108/JMP-05-2022-0222

Lin, W., Koopmann, J., & Wang, M. (2020). How does workplace helping behavior step up or slack off? integrating enrichment-based and depletion-based perspectives. Journal of Management, 46(3), 385-413. https://doi.org/10.1177/0149206318795275