Organizational Citizen Behavior of Information System Personnel: The Influences of Leader-Member Exchange and Organizational Justice

• Main Authors: Tzy-Yuan Chou, 周子元
• Other Authors: Seng-cho T. Chou
• Format: Others
• Language: en_US
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/08581526369711123931

博士 === 國立臺灣大學 === 資訊管理學研究所 === 97 === The work behavior and performance of information systems (IS) personnel are recognized as critical factors in the success of IS project development and organizational effectiveness. It is well established that higher individual performance is generated by the unique skills required of IS personnel and the organizational support provided them. Organizational citizenship behaviors (OCB), such as altruism, courtesy, virtue, conscientiousness and sportsmanship, reflect positive influences in the environment and are crucial in the success of organizations. Yet, unfortunately, IS workers exhibit significantly lower OCB along with many other significant differences in traits. To the best of our knowledge, no study examined MIS personnel’s antecedents of OCB. What IS managers can do to improve OCB of IS personnel without detracting from individual job performance is an important question to address. This dissertation proposes two models to deal with this issue. First, Leader-member exchange (LMX) represents the quality of interaction between leaders and members of a work unit. LMX is expected to improve the quality of work and organizational citizen behavior through organizational commitment (OC), but prior research has failed to establish this link between LMX and OC satisfactorily, and has been largely ignored in the information systems (IS) literature. To determine the influence of LMX in the IS project environment, a model is developed based on the background in the IS and management literature that considers LMX an important contributor to job satisfaction and organizational commitment. In turn, organizational commitment influences both work quality and organizational citizenship behaviors in a beneficial way. Second, the IS literature has suggested that perceived fairness is a critical motivational factor of IS personnel. A relationship between perceived justice and organizational commitment is suggested in the general human resources management literature. Nevertheless, studies examining the relationship between organizational justices and job commitment are limited. Researchers argue that job commitment is a personal characteristic. Therefore, it is less likely to be influenced by organizational factors and is more likely to be influenced by personal characteristics. Since job commitment is one kind of work-related attitude, refers to as a cognitive or belief state of psychological identification with a particular job, and is determined by one’s perceptions about the job’s potential for satisfying salient needs, we argue that individual’s perceived organizational justice will lead to job commitment, which, in turn, affects one’s OCB. These two models are confirmed with a sample of 298 IS professionals from 3 public, 4 private, and 1 non-profit organizations in Taiwan. Results indicate that (1) By separating organizational commitment into affective (AC), continuous (CC), and normative (NC) commitment, we confirm that job satisfaction is a full mediator between LMX and AC and CC. However, it is a partial mediator between LMX and NC. LMX retains a direct effect on NC. (2) By separating organizational justice into distributive (DJ), procedural (PJ), and interactional (IJ) justice, job commitment is a mediator between organizational justice and OCB for DJ and IJ, but not PJ. The pooled effects explain 26.4% of the total variance of job commitment. It confirms us that job involvement should be influenced by organizational context (perceptions of organizational justice). Implications of the findings and suggestions are also discussed.