Perceived union practices and employees' change-oriented organizational citizenship behavior: the role of psychological safety and openness to change

Purpose Little study has focused on how perceived union practices impact employees' work-related outcomes. Thus, based on the conversation of resources theory, this study aims to explore the impact of perceived union practice on employees' change-oriented organizational citizenship behavior. In addition, the study investigates the mediating effect of psychological safety and the moderating role of openness to change in the perceived union practice, psychological safety and change-oriented organizational citizenship behavior relationship. Design/methodology/approach Data were collected from a quantitative survey with 532 employees in 26 unionized IT enterprises in Vietnam. This study used the partial least squares – structural equation modeling (PLS-SEM) method to examine research hypotheses. Findings The results indicated that perceived union practices increased change-oriented organizational citizenship behavior. Furthermore, psychological safety mediated this relationship. The positive relationship between perceived union practices and change-oriented organizational citizenship behavior was found to be stronger when employees displayed a high level of openness to change. Originality/value This study adds to the existing change-oriented organizational citizenship behavior literature by providing evidence on the effectiveness of Vietnamese union practices. This study pioneers the exploration of the mediating effect of psychological safety and the moderating effect of openness to change in the relationship between perceived union practices and change-oriented organizational citizenship behavior.