operationalised by Simons and Roberson (2003). The revised framework is
illustrated in Figure 4 - 5.
One new hypothesis is generated by the inclusion of the DSB construct. This new
hypothesis posits that:
as respondents experience greater levels of motivational leadership
behaviour from their supervisor, then they will also perceive greater
levels of discretionary service behaviour from their colleagues.No causal links are proposed between the Employee Attitude variables and DSB
since it is theoretically not clear how an individual’s attitudes can influence their
colleagues’ behaviour. It is interesting to note, however, that a similar hypothesis
(Affective Commitment → DSB) is included (and substantiated) in Simons and
Roberson (2003: 440). Because there is no clear theoretical rationale for
including this relationship in the list of hypotheses to be tested, it is examined
separately from the main modelling in Section 7.9.1.
Similarly, no causal link between Social Support and DSB is proposed, owing to
the potential for different individuals to experience and interpret the social
environment in different ways (i.e. it is not clear one person’s perception of social
support can influence their colleagues’ discretionary service behaviour).