Encouraging employees to co-operate: the effects of sponsored training and promotion practices on employees' willingness to work overtime

Mattijs Lambooij · Andreas Flache · Karin Sanders · Jacques J. Siegers

35 citations0/0 files storedThe International Journal of Human Resource Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Work-Family Balance Challenges

Abstract

The ‘mutual-investment’ model argues that when employers invest more in the social exchange relationship between them and their employees, their employees will show more effort. In this paper we relate the ‘mutual-investment’ model to training and promotion (possibilities) and examine if these kinds of career-enhancing measures influence the willingness of employees within organizations to work overtime. To test this hypothesis, a vignette experiment was conducted in five organizations (N = 388; 1,531 vignettes). Multilevel analyses show that employees are more willing to work overtime when their employer has provided for training, when the employee recently was promoted, when the supervisor was supportive in the past and when co-workers approve of working overtime and behave similarly. But we did not find that future promotion chances affect willingness to work overtime.

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1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research 1981The Evolution of Cooperation 1991The fifth discipline, the art and practice of the learning organization 2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.1987Leadership and Performance beyond Expectations 1965Inequity In Social Exchange 2000Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

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