It’s about time (management)! : role overload as a bridge explaining relationships between helping, voice, and objective sales performance
Gespeichert in:
| Autor*in: |
Bachrach, Daniel G. [verfasserIn] Rapp, Tammy L. [verfasserIn] Ogilvie, Jessica [verfasserIn] Rapp, Adam A. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of business research - New York, NY : Elsevier, 1973, 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 |
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| Übergeordnetes Werk: |
volume:172 ; year:2024 ; month:02 ; elocationid:114295 ; pages:1-15 |
| Links: |
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| DOI / URN: |
10.1016/j.jbusres.2023.114295 |
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| Katalog-ID: |
1891099949 |
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| 982 | |2 26 |1 00 |x DE-206 |b Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. | ||
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10.1016/j.jbusres.2023.114295 doi (DE-627)1891099949 (DE-599)KXP1891099949 DE-627 ger DE-627 rda eng Bachrach, Daniel G. verfasserin (DE-588)1076550614 (DE-627)835056074 (DE-576)445404795 aut It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 Rapp, Tammy L. verfasserin aut Ogilvie, Jessica verfasserin (DE-588)1102265462 (DE-627)860167399 (DE-576)470160101 aut Rapp, Adam A. verfasserin aut Enthalten in Journal of business research New York, NY : Elsevier, 1973 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:172 year:2024 month:02 elocationid:114295 pages:1-15 https://www.sciencedirect.com/science/article/pii/S0148296323006549/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2023.114295 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 172 2024 2 114295 1-15 26 01 0206 4536654062 x1z 12-06-24 26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. |
| spelling |
10.1016/j.jbusres.2023.114295 doi (DE-627)1891099949 (DE-599)KXP1891099949 DE-627 ger DE-627 rda eng Bachrach, Daniel G. verfasserin (DE-588)1076550614 (DE-627)835056074 (DE-576)445404795 aut It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 Rapp, Tammy L. verfasserin aut Ogilvie, Jessica verfasserin (DE-588)1102265462 (DE-627)860167399 (DE-576)470160101 aut Rapp, Adam A. verfasserin aut Enthalten in Journal of business research New York, NY : Elsevier, 1973 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:172 year:2024 month:02 elocationid:114295 pages:1-15 https://www.sciencedirect.com/science/article/pii/S0148296323006549/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2023.114295 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 172 2024 2 114295 1-15 26 01 0206 4536654062 x1z 12-06-24 26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. |
| allfields_unstemmed |
10.1016/j.jbusres.2023.114295 doi (DE-627)1891099949 (DE-599)KXP1891099949 DE-627 ger DE-627 rda eng Bachrach, Daniel G. verfasserin (DE-588)1076550614 (DE-627)835056074 (DE-576)445404795 aut It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 Rapp, Tammy L. verfasserin aut Ogilvie, Jessica verfasserin (DE-588)1102265462 (DE-627)860167399 (DE-576)470160101 aut Rapp, Adam A. verfasserin aut Enthalten in Journal of business research New York, NY : Elsevier, 1973 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:172 year:2024 month:02 elocationid:114295 pages:1-15 https://www.sciencedirect.com/science/article/pii/S0148296323006549/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2023.114295 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 172 2024 2 114295 1-15 26 01 0206 4536654062 x1z 12-06-24 26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. |
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10.1016/j.jbusres.2023.114295 doi (DE-627)1891099949 (DE-599)KXP1891099949 DE-627 ger DE-627 rda eng Bachrach, Daniel G. verfasserin (DE-588)1076550614 (DE-627)835056074 (DE-576)445404795 aut It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 Rapp, Tammy L. verfasserin aut Ogilvie, Jessica verfasserin (DE-588)1102265462 (DE-627)860167399 (DE-576)470160101 aut Rapp, Adam A. verfasserin aut Enthalten in Journal of business research New York, NY : Elsevier, 1973 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:172 year:2024 month:02 elocationid:114295 pages:1-15 https://www.sciencedirect.com/science/article/pii/S0148296323006549/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2023.114295 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 172 2024 2 114295 1-15 26 01 0206 4536654062 x1z 12-06-24 26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. |
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10.1016/j.jbusres.2023.114295 doi (DE-627)1891099949 (DE-599)KXP1891099949 DE-627 ger DE-627 rda eng Bachrach, Daniel G. verfasserin (DE-588)1076550614 (DE-627)835056074 (DE-576)445404795 aut It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 Rapp, Tammy L. verfasserin aut Ogilvie, Jessica verfasserin (DE-588)1102265462 (DE-627)860167399 (DE-576)470160101 aut Rapp, Adam A. verfasserin aut Enthalten in Journal of business research New York, NY : Elsevier, 1973 172(2024) vom: Feb., Artikel-ID 114295, Seite 1-15 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:172 year:2024 month:02 elocationid:114295 pages:1-15 https://www.sciencedirect.com/science/article/pii/S0148296323006549/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2023.114295 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 172 2024 2 114295 1-15 26 01 0206 4536654062 x1z 12-06-24 26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results. |
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26 00 DE-206 Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results It’s about time (management)! role overload as a bridge explaining relationships between helping, voice, and objective sales performance Daniel G. Bachrach, Tammy L. Rapp, Jessica Ogilvie, Adam A. Rapp Performance (dpeaa)DE-206 Organizational citizenship behaviors (dpeaa)DE-206 Resource allocation theory (dpeaa)DE-206 Role overload (dpeaa)DE-206 Time management skill (dpeaa)DE-206 |
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4326</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4333</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4334</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">172</subfield><subfield code="j">2024</subfield><subfield code="c">2</subfield><subfield code="i">114295</subfield><subfield code="h">1-15</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4536654062</subfield><subfield code="y">x1z</subfield><subfield code="z">12-06-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Although organizations benefit from employees' discretionary behaviors such as organizational citizenship behavior (OCB), there are personal costs associated with these behaviors. These can include work-related strains that lead to negative job performance consequences. We develop and test a conceptual model to explain why these negative consequences emerge, and among which employees they may be most likely. Building from the implications of resource allocation theory, we frame role overload (i.e., insufficient time to complete work tasks) as a mediator of the indirect relationships between discretionary behaviors and downstream objective sales performance, and time management skill as a moderator of this indirect relationship. In a lagged, multi-source field study of 302 sales employees, and 74 supervisors, we find that time management skill can offset experienced role overload associated with helping and voice behaviors. These results speak to the critical role of resource allocation competence for predicting downstream objective sales performance consequences associated with discretionary behaviors like helping and voice. We discuss theoretical and practical implications of our results.</subfield></datafield></record></collection>
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| score |
7.4004774 |