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Antecedents of Service Employees' Organizational Citizenship Behaviors in Full-Service Restaurants in Korea

department of hospitality management and dietetics in the College of Human Ecology at Kansas State University, warooo{at}ksu.edu

Chihyung Ok

department of hospitality management and dietetics in the College of Human Ecology at Kansas State University, cok0307{at}ksu.edu

Myong Jae Lee

Collins college of Hospitality Management at California State Polytechnic University, Pomona, mjlee{at}csupomona.edu

In the aggregate, employees' organizational citizenship behaviors (OCBs) promote organizational performance in many ways and thereby gain significance as market competition gets fierce. The purpose of this study is to investigate how the leader-member exchange (LMX) relationships affect the service employee's OCBs. Following other research approaches, the structural equation model presented here hypothesizes the mediating roles of two forms of justice between LMX constructs and OCB constructs using the following constructs. The LMX forms are perceived contribution and affect, the justice constructs are interactional justice and distributive justice, and the OCB types are those directed toward supervisors and those directed at the organization. Based on an analysis of 293 responses collected from fifty-four full-service restaurants in a metropolitan city in South Korea, this study concludes that both forms of LMX significantly influence employees' perceptions of justice (that is, both interactional and distributive). Those perceptions, in turn, significantly affect the employees' tendency to engage in OCBs.

Key Words: leader-member exchange • justice perception • organizational citizenship behavior • full-service restaurant • Korea

Cornell Hospitality Quarterly, Vol. 50, No. 2, 180-197 (2009)
DOI: 10.1177/1938965509331922


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