Intangible assets and organizational citizenship behavior: A conceptual model.

TL;DR: In this article , the authors looked at the impact of work motivation, leadership style, and competence on job satisfaction, as well as the effects of the work motivation and leadership style on performance.

TL;DR: The Positive Psychological Capital (PPC) as discussed by the authors is a region in South Korea with a large number of positive psychology students and women in the South Korean population, where positive psychological capital is located.

TL;DR: In this article , the effect of OJ on OCBI and OCBO with direct and indirect effects on employee performance was analyzed with the structural equation model (SEM) and Sobel test, and the results showed that improving the EP of teachers can be achieved by organizational management through OJ practices in the work environment as well as organizational management efforts in improving the OCB of employees.

TL;DR: In this paper, the authors report a positive relationship of employees' perception of being valued and cared about by the organization with conscientiousness in carrying out conventional job responsibilities, expressed affective and calculative involvements in the organization, and innovation on behalf of the organization in the absence of anticipated direct reward or personal recognition.

TL;DR: In this paper, the authors draw from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior, making the case that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses.

TL;DR: A more tenable position is one that defines OCB much along the lines of what Borman and Motowidlo (1993) called contextual performance as discussed by the authors, and some preliminary suggestions are offered for the repositioning and articulation of the OCB construct as redefined; due attention is given to the problems that still remain, and will occupy us for some time to come as we reckon with root changes in the very character of organizations.

TL;DR: In this article, the importance of extra-role behavior in explaining employee performance over a six-month period was demonstrated, and a field study of 597 employees demonstrated that extra role behavior can explain employee performance.