title: Employee extra-role behavior: manifestations, antecedents and consequences
metadata.name: dc.contributor.author
metadata.value: Balabanova, Evgeniya S.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Baranova, Darya A.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Deminskaya, Veronika E.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2017-08-20T15:00:57Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2017-08-20T15:00:57Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2017-06
metadata.lang: -
metadata.name: dc.identifier.citation
metadata.value: Balabanova E. S., Baranova D. A., Deminskaya V. E. Employee extra-role behavior: manifestations, antecedents and consequences. Vestnik SPbSU. Sociology, 2017, vol. 10, issue 2, pp. 185–200.
metadata.lang: en_GB
metadata.name: dc.identifier.other
metadata.value: 10.21638/11701/spbu12.2017.204
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/7044
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: The purpose of this paper is to examine manifestations, antecedents, and consequences of employees’
  extra-role behaviour in Russian business organisations. The authors empirically identify four distinct
  types of extra-role behaviour: active prosocial, passive prosocial, oriented towards extra efforts at
  work, and challenge-oriented. The study is based on a sample of 112 employees from two organizations
  (manufacturing and IT). The analysis shows that organization-based management practices are
  stronger predictors of extra-role behaviors compared to respondents’ individual characteristics. The
  authors also found that the two types of extra-role behavior (‘passive prosocial’ and ‘oriented towards extra-efforts at work’), typically demonstrated by among by low-resource employees, seemingly result
  from poor management practices, and negatively influence on respondents’ job satisfaction and career
  promotions. In turn, high-resource employees tend to be engaged in active prosocial and change-oriented
  behaviors. These two types of extra-role behavior lead to higher work satisfaction and career
  success. The analysis enriches understanding of the nature of extra-role behavior in Russian organisations,
  its costs and benefits for organisations. It reveals the most effective types of extra-role behavior
  to be recommended for managerial implications. Refs 23. Tables 3.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: ru
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: St Petersburg State University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: Vestnik of St Petersburg University. Sociology;Volume 10; Issue 2
metadata.lang: -
metadata.name: dc.subject
metadata.value: employee extra-role behavior
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational citizenship behavior
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: prosocial behavior
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: employee voice
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: work practices
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Employee extra-role behavior: manifestations, antecedents and consequences
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Article
metadata.lang: en_GB
resources.filename: 04-Balabanova.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/7044/1/04-Balabanova.pdf
resources.format: Adobe PDF
resources.size: 708,54 kB