ABSTRACT
As one of the extra-role behaviours, helping is known as a construct to enable the increase of productivity in an organisation. As previous research was lacking in the contextual role of helping behaviours, especially the group role, this study aimed to investigate the group context in understanding the underlying mechanism of the relationship between personal values, that is, power and benevolence, and helping behaviours. Data was collected from 99 participants and their supervisors, in which supervisors were asked to rate the helping behaviours of their subordinates. The results showed that there was a significant effect of benevolence on helping behaviours (effect = 1.82; SE = 0.92; p = 0.05; CI [0.0026, 3.6454]), whereas power was not found to be significantly correlated with helping behaviours (effect = −0.142; SE = 0.52; p > 0.05; CI [−1.1631, 0.8796]). Perceived group power also affected helping behaviours (effect = −0.37; SE = 0.16; p < 0.05; CI [−0.69, −0.0544]), but it did not moderate the relationship between values and helping behaviours (effect = 0.36; SE = 0.137; p > 0.05; CI [−0.472, 0072]). On the other hand, perceived group benevolence did not affect helping behaviours (effect = −0.01; SE = 0.2; p > 0.05; CI [−0.472, 0.072]), and it did not moderate the relationship between values and helping behaviours either (effect = −0.20; SE = 0.5058; p > 0.05; CI [−0.6524, 1.3664]). The theoretical and practical implications are further discussed.
