Linking employee developement activity, social exchange and organizational citizenship behavior
By: PIERCE, Heather R
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Contributor(s): MAURER, Todd J.
Material type: 
ArticlePublisher: Malden, MA : WILEY-BLACKWELL, September 2009International Journal of Training and Development 13, 3, p. 139-147Abstract: 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.
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.
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