The Organizational Helping Behavior And Its Relationship To Employee Workplace Well-being

Employee helping behavior becomes more and more important in the knowledgeeconomy era, so that many contemporary organizations are placing much greater emphasison helping behavior as a means of boosting performance. But the scale of helping behavioris very lack. To extend previous studies, the aim of the present study is to developmentnew helping behavior scale and to examine the relationship between helping behavior andworkplace well-being, and explore the influencing factors as well as boundary factors. Tobe specific, the study constants two parts:In the first part, by analyzing papers and having a semi-structured interview, wecollect the events of employee helping behavior in order to the details of helping behavior.Further, by the transcription and analysis of semi-structured interview, we know thecontent of helping behavior. Lastly, we format the scale of employee helping behavior bythe questionnaire survey of460employees.In the second part, structured questionnaire surveys and structured equation modelwere used for the study. Data was collected from448employees and their immediatesupervisors of corporations in the south Jiangsu province. Examine the relationshipbetween helping behavior and workplace well-being, and also explore the mediation ofpsychological meaningfulness and the moderation of mindfulness. The conclusions are asfollows:(1) Helping behavior in china context was a multidimensional construct. It consistedof proactive helping and reactive helping.(2) Proactive helping predicted employee workplace well-being positively, butreactive helping behavior can’t predict employee workplace well-being.(3) Psychological meaningfulness can mediate the relationship between Proactivehelping and employee workplace well-being. But psychological meaningfulness can’tmediate the relationship between reactive helping and employee workplace well-being. (4) The interacting effect on proactive helping behavior and mindfulness predictedpsychological meaningfulness. High mindfulness can predicted more psychologicalmeaningfulness.(5) Mindfulness moderated the mediating effect of psychological meaningfulnessbetween proactive helping behavior and employee workplace well-being. When themindfulness is high, the mediating effect of psychological meaningfulness betweenproactive helping behavior and employee workplace well-being is more significant.