The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance

Abstract

Drawing on a relational perspective to human resource development and management (HRD/M), a multilevel and multisource field study has been conducted examining how HRM practices of job interaction requirements/task interdependence and HRD practice of cross-training interplay in order to enhance employees' job/task citizenship performance (JCP). A two-level research model from a sample of 43 organizations and 535 nested individuals demonstrates that socially enriched jobs (interactive and interdependent), when supplemented with organizational (system-wide) cross-training opportunities, increase extra efforts among employees to complete activities which are not part of their in-role requirements. Thus, by applying a 1-2-1 moderation analysis, we offer new knowledge about social and cognitive aspects of human behavior above and beyond the traditional focus on narrowly defined job/task performance. In addition, we explicate how mutual understanding across job positions may practically contribute to achieving superior individual-level JCP when relational architecture of the workplace is designed.