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Why happy employees help

Why happy employees help Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support).Design/methodology/approachQuantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation.FindingsThe usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being.Practical implicationsThe results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members.Originality/valueThis study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

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References (96)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0048-3486
DOI
10.1108/pr-02-2018-0052
Publisher site
See Article on Publisher Site

Abstract

Drawing from conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ job satisfaction and helping behaviour, and, particularly, how it may be moderated by two personal resources (work meaningfulness and collectivistic orientation) and one organisational resource (organisational support).Design/methodology/approachQuantitative data were collected from a survey administered to employees and their supervisors in a Pakistani-based organisation.FindingsThe usefulness of job satisfaction for stimulating helping behaviour is greater when employees believe that their work activities are meaningful, emphasise collective over individual interests, and believe that their employer cares for their well-being.Practical implicationsThe results inform organisations about the circumstances in which they can best leverage employees’ positive job energy, which arises from their job satisfaction, to encourage their voluntary assistance of other organisational members.Originality/valueThis study extends research on positive work behaviours by examining the concurrent roles that job satisfaction and several contingent factors play in promoting employee helping behaviour. In particular, it highlights the invigorating effects of these factors on the usefulness of the enthusiasm that employees feel about their job situation for increasing their willingness to extend help to other members, on a voluntary basis.

Journal

Personnel ReviewEmerald Publishing

Published: May 23, 2019

Keywords: Quantitative; Job satisfaction; Perceived organizational support; Collectivistic orientation; Helping behaviour; Work meaningfulness

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