Extra‐Role Behavior among Mexican Employees: The Impact of LMX, Group Acceptance, and Job Attitudes

Pamela Tierney · Talya N. Bauer · Richard E. Potter

54 citations0/0 files storedInternational Journal of Selection and Assessment

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Job Satisfaction and Organizational Behavior Employee Performance and Management Team Dynamics and Performance

Abstract

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.

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References

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2016A Comprehensive review and Communication research agenda of the Contextualized Workgroup: The Evolution and Future of Leader-Member Exchange, Coworker Exchange, and Team-Member Exchange 2018Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance 2008The role of co-operation and competition on leader--member exchange and extra-role performance in China 2016Mediating Effects of Organizational Citizenship Behavior on Organizational Performance: Empirical Analysis of Public Employees in Guadalajara, Mexico

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