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Linking employee development activity, social exchange and organizational citizenship behavior
Author(s) -
Pierce Heather R.,
Maurer Todd J.
Publication year - 2009
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/j.1468-2419.2009.00323.x
Subject(s) - organizational citizenship behavior , moderation , social exchange theory , organization development , psychology , beneficiary , employee research , organizational commitment , employee development , citizenship , business , public relations , social psychology , political science , politics , finance , law
The authors examined ‘perceived beneficiary’ of employee development (self, organization) for relationships with employee development activity. Perceived organizational support served as a moderator. The authors conclude that employees may engage in development activities to partly benefit their organization to the extent that a positive exchange relationship exists. Correlational data also show that development behavior is related to organizational citizenship behavior, and this is particularly true for work‐related development activity. This research links employee development with social exchange and organizational citizenship, providing implications for both research and practice.