Citizenship under pressure: What's a “good soldier” to do?

Organizational citizenship behaviors (OCBs) are typically defined as discretionary behaviors that contribute to the effective functioning of organizations. Prior research has generally focused on instances in which employees willingly engage in such behaviors; however, because OCBs are often informally encouraged and rewarded, workers may experience pressure to be “good soldiers” within their organizations. Using a sample of 245 employees, our findings indicate that citizenship pressure is related to increased levels of OCB, particularly among unmarried and less conscientious employees. However, there appear to be negative consequences associated with citizenship pressure, even when controlling for OCB and other job demands, such as role overload and hours worked. In particular, citizenship pressure is associated with work–family conflict, work–leisure conflict, job stress, and intentions to quit. Implications of this study and some directions for future research are also discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

Team conflict management and team effectiveness: the effects of task interdependence and team identification

The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy‐seven intact work teams from high‐technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright © 2008 John Wiley & Sons, Ltd.     

Group-level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups

Organizational scholars have recently shifted their attention to examining organizational citizenship behavior (OCB) as a group-level phenomenon. Adopting the input-mediator-outcome model of group performance, we examined antecedents and intermediate processes that predict group-level OCB (GOCB) in small work groups. The results, based on data from 62 work groups representing a variety of industries, revealed that demographic faultlines based on relation-oriented attributes (gender, age, and race) and a task-related attribute (tenure) had differentiated relationships with task and relationship conflict, which mediated the relationships between faultlines and group outcomes (GOCB and group performance). Both task and relationship conflict were negative predictors of group performance. However, task conflict increased GOCB, whereas relationship conflict decreased it. The present study offers evidence of the relationship between demographic faultlines and various group processes and outcome variables in natural work groups. Copyright © 2009 John Wiley & Sons, Ltd.     

Conflict management between and within teams for trusting relationships and performance in China

Trusting relationships are increasingly considered vital for making teams productive. We propose that cooperative management of conflict can help team members to be convinced that their teammates are trustworthy. Results from 102 organizations in China support the theorizing that how teams to manage conflict with each other affects within‐team conflict management. Specifically, cooperative conflict between teams helps teams to manage their internal conflicts cooperatively that strengthens trust that in turn facilitates team performance. Results provide support for managing conflict cooperatively as a foundation for trusting, productive relationships in China as well as in the West. Copyright © 2008 John Wiley & Sons, Ltd.     

Occupational embeddedness and job performance

While researchers have recently focused their attention on organizational embeddedness, occupational embeddedness has received little theoretical and empirical attention. Using multisource data on 162 employees in multiple jobs and organizations, we found that occupational embeddedness is positively related to both task performance and creativity and is negatively related to counterproductive work behavior, even after controlling for the effects of organizational embeddedness. In addition, we found that trait affect moderated the relationships of occupational embeddedness to job performance. Occupational embeddedness was more strongly related to counterproductive work behavior when trait negative affect was high, while occupational embeddedness was more strongly related to both citizenship behavior and creativity when trait positive affect was high. Results also indicated that the various components of occupational embeddedness had different effects on job outcomes. Fit had a strong positive effect on core task performance, links had a positive effect on creativity, and sacrifice had a small positive effect on citizenship behavior. The article concludes with a discussion of implications for future research and management practice. Copyright © 2009 John Wiley & Sons, Ltd.     

The conflict‐positive organization: it depends upon us

Although still widely assumed to be disruptive, conflict, when managed appropriately, has been found to make teamwork within and between organizations effective. However, organizational members often have competitive relationships and orientations to dealing with conflict that lead to conflict avoidance and escalation, approaches that sabotage decision‐making and relational bonds. Conflict researchers have contributed to the bad reputation of conflict by confounding conflict and competition and suggesting that the kind of conflict, rather than its management, determines its outcomes. Studies in the West and East indicate that by developing cooperative relationships and the skills to discuss diverse views open‐mindedly, organizations can empower managers and employees to use conflict to probe problems, create innovative solutions, learn from their experience, and enliven their relationships. Copyright © 2007 John Wiley & Sons, Ltd.     

Emotion regulation as a boundary condition of the relationship between team conflict and performance: A multi‐level examination

Although task conflict is widely believed to be beneficial whereas relationship conflict is destructive, evidence overall does not support this conclusion. This study develops the idea that the emotion regulation abilities of team members affect how they manage task and relationship conflict, both as individuals and as a team. Findings from a field study involving 39 teams support the argument that individuals skilled in emotion regulation can take advantage of task conflict to perform effectively and limit the negative impact of relationship conflict. Groups that have individuals highly skilled in emotion regulation were also found to make good use of team conflict. Results suggest that emotion regulation skills contribute to the effective management of task conflict and relationship conflict at both individual and group levels. Copyright © 2012 John Wiley & Sons, Ltd.     

Balancing work and family: a field study of multi‐dimensional,multi‐role work‐family conflict

Little is known about the effectiveness of family‐friendly policies (FFPs) in reducing interrole conflicts involving work and family. The present study examined the influence of FFPs, work‐family culture, and family characteristics on salient job outcomes, and multiple dimensions of work‐family conflict (WFC) and family‐work conflict (FWC). Results from a survey of 564 workers, indicate that FFPs exert minimal effects on felt conflict, and that a positive work‐family culture and family support may be more instrumental in helping employees balance work and home roles. Findings also suggest that sources of conflict varied among workers, as did the mechanisms used to address WFC and FWC. This study underscores the importance of examining WFC as a multi‐dimensional phenomenon affecting employees in a variety of family structures, as well as considering the impact of FFPs in conjunction with work‐family culture. Copyright © 2007 John Wiley & Sons, Ltd.     

The spillover effects of coworker,supervisor, and outsider workplace incivility on work‐to‐family conflict: A weekly diary design

This study used an experience sampling design to examine the spillover effects of experienced workplace incivility from organizational insiders (coworkers and supervisors, respectively) and organizational outsiders (patients and their visitors) on targets' work‐to‐family conflict and to test the mediating effect of burnout and the moderating effect of display rules. Data collected over five consecutive weeks from 84 full‐time nurses showed that within individuals, weekly experiences of coworker incivility and outsider incivility were positively related to weekly experience of work‐to‐family conflict, and burnout mediated these relationships while controlling for initial level of burnout before participants started a week's work. In addition, display rules, defined as the extent to which individuals perceive they are expected to display desired positive emotions and suppress negative emotions at work, moderated the relationship between outsider incivility and burnout; specifically, the positive relationship between weekly outsider incivility and burnout was stronger for individuals who perceived a higher level of display rules. Our findings contribute to the literature by demonstrating the mediating effect of burnout and the moderating effect of perceived display rules in the relationship between workplace incivility from multiple sources and work‐to‐family conflict from a resource perspective.     

Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance

While academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project‐based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team‐based work. Copyright © 2016 John Wiley & Sons, Ltd.     

Organizational citizenship behavior in work groups: A team cultural perspective

Although researchers have often found positive relationships between organizational citizenship behavior (OCB) and performance rating, very few studies have scrutinized the team contexts in which such relationships exist. This study examines how OCB influences job performance ratings within different team cultures, as measured by team collectivism and individualism. On the basis of multilevel data collected from 81 teams working at a multinational bank in Hong Kong, team collectivism and individualism were found to moderate the OCB–performance rating relationship such that OCB targeting individuals improved rated performance in highly collectivistic teams only, whereas only organizational OCB produced a significant improvement in highly individualistic teams. The implications of these findings and directions for future research directions are discussed here. Copyright © 2012 John Wiley & Sons, Ltd.     

Strengthening the employment relationship: The effects of work‐hours fit on key employee attitudes

Today's hourly workers are facing revised work schedules and shifting hours, which may have critical implications for employment relationships. This study considers the impact of work‐hours fit on key attitudes of hourly employees—perceived organizational support, job stress, work–family conflict, intent to turnover, and life satisfaction. We define work‐hours fit as the difference between an employee's desired number of hours and the actual hours worked, and we examine both the congruence of work‐hours fit and the degree of misfit. We also examine the moderating impact of the type of misfit, defined as working too many versus too few hours. Results indicate that, in our sample, hourly employees are typically not working the hours they prefer. As predicted, work‐hours fit impacts the attitudes we examined, and, when considering the type of misfit, congruence matters more for life satisfaction and intent to turnover. Results also indicate working too few hours impacts job stress and life satisfaction, whereas working too many effects work–family conflict. This paper demonstrates the importance of preferences, as a reflection of time/money resource trade‐offs, and offers ways for employers to improve work–family facilitation and strengthen their employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

Social face for innovation in strategic alliances in China: the mediating roles of resource exchange and reflexivity

This study proposes that partners who communicate mutual respect to each other develop integrative interaction that is a foundation for innovation. Structural equation analysis suggests that reflecting upon and improving interaction between supplier and customer organizations can contribute to resource exchange between partners that results in innovation in supply chain partnerships. Results also indicate that the confirmation of social face is an important antecedent to these useful integrative interaction patterns. These findings were interpreted as reaffirming the value of relationships for making partnerships effective and that the constructive application of the value of social face can promote open discussion and innovation in China. Copyright © 2007 John Wiley & Sons, Ltd.     

Work-contingent self-esteem: A boon or bane for worker well-being?

Work-contingent self-esteem (WCSE; the degree to which workers' self-esteem is based on workplace performance) has positive consequences for performance, yet less is known about its consequences for well-being. In this paper, we contribute to the literature on WCSE by examining the mechanisms through which it impacts well-being at work and outside of work. We challenge contingent self-esteem (CSE) theory (Crocker & Park, 2004), which argues that CSE negatively impacts well-being by fostering internally controlled (introjected) motivation and diminishing autonomous motivation, by suggesting that WCSE fosters autonomous and internally controlled motivation and thus has both beneficial and harmful effects on well-being. We also expand CSE theory by suggesting that WCSE can negatively impact well-being outcomes by causing work–nonwork conflict. Results from a time-separated design in a sample of full-time employees supported our arguments, revealing that WCSE impacted well-being at work through both autonomous and internally controlled work motivations. WCSE also had negative effects on well-being at and outside of work through work–nonwork conflict. The beneficial effects of WCSE outweighed its harmful effects on job satisfaction and neutralized its harmful effects for all other outcomes. We discuss theoretical implications for CSE theory, self-determination theory, and work–nonwork issues and note important practical implications.     

Collectivism,propensity to trust and self-esteem as predictors of organizational citizenship in a non-work setting

This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee–employer work relationships. Results demonstrate that the individual differences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addition, organizational-based self-esteem fully mediated the effects of collectivism and propensity to trust on organizational citizenship, and tenure moderated the trust—self-esteem relationship. We discuss the implications of these results given the changing nature of work and the increasing importance of non-work organizations. Copyright © 2000 John Wiley & Sons, Ltd.     

Work‐to‐nonwork conflict among married male and female lawyers

The primary objective of this study was to examine work‐related factors that were hypothesized to contribute to time‐ and strain‐based work‐to‐nonwork conflict among married male and female lawyers. The findings show that work overload was the only common determinant for both forms of work‐to‐nonwork conflict for both male and female lawyers. Work context was important in understanding female lawyers' feelings of time‐ and strain‐based conflict, where working in a law firm resulted in greater work‐to‐nonwork conflict. For male lawyers, working longer hours, working in a setting with more women and having a wife who held the breadwinner role contributed to their feelings of time‐based conflict. Contrary to what was expected, the actual number of hours worked was not important in influencing married lawyers' feelings of work‐to nonwork conflict. The results show that the domestic status variables were not important for female lawyers' feelings of time‐based conflict and that additional family roles reduces their feelings of strain‐based conflict. It was argued that female lawyers may successfully cope with their demanding careers because they can afford to pay for external sources of child care and domestic assistance, which should be investigated in future research. It was also suggested that working long hours does not automatically lead to work‐to‐nonwork conflict for lawyers because they typically exercise considerable control over the scheduling of their work time, which may allow them to deal with the potentially conflicting demands of their work and nonwork lives. Copyright © 1999 John Wiley & Sons, Ltd.     

The emergence of team helping norms: Foundations within members' attributes and behavior

This research examined the antecedents of organizational citizenship behavior helping norms in teams, specifically with regard to how members' personality, values, beliefs, and helping behavior predict the emergence of helping norms in newly formed project teams. We drew from theory on emergent phenomena and team composition research to propose and test a compilation model of how helping norms are influenced by having at least one member with particularly low (minimum) or high (maximum) levels of attributes that may influence helping‐norm development (i.e., conscientiousness, agreeableness, other‐oriented values, personal helping beliefs). We further examined the extent to which members' helping behaviors, as rated by peers, predicted helping norms and whether these behaviors mediated the relationship between individual attributes and helping norms. The results of a longitudinal study of 47 student project teams revealed that teams' minimums on agreeableness, other‐oriented values, and personal helping beliefs had direct relationships with helping‐norm emergence, and the effects of agreeableness were mediated through mean helping behavior. By contrast, teams' maximums on these attributes showed no relationships with helping norms, and only a team maximum on agreeableness was associated with teams' mean helping behavior. Copyright © 2011 John Wiley & Sons, Ltd.     

Thriving at work: Impact of psychological capital and supervisor support

Thriving at work is a positive psychological state characterized jointly by learning and vitality. Conventional wisdom and some initial research indicate that such thriving benefits both employees themselves and their organizations. This study specifically tests thriving at work by linking it to a theoretically important personal outcome variable (self‐development), refining its relationship with agentic work behaviors (task focus and heedful relating), and proposing and testing two new antecedent variables (psychological capital and supervisor support climate). Using structural equation modeling on a sample of 198 dyads (employees and their supervisors), strong support was found for the theory‐driven hypothesized relationships. The results contribute to a better understanding of positive organizational scholarship and behavior in general and specifically to the recently emerging positive construct of employees' thriving at work. Copyright © 2013 John Wiley & Sons, Ltd.     

Work status and organizational citizenship behavior: a field study of restaurant employees

This survey‐based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full‐time and part‐time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part‐time employees exhibited less helping organizational citizenship behavior than full‐time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part‐time workers than to full‐time. For voice, preferred work status was equally important to part‐time and full‐time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.     

Cross‐national job stress: a quantitative and qualitative study

Using both quantitative and qualitative methods, this study contrasted employees' job stress perceptions and their relationships to strains in China and the United States. Significant job stressor–strain correlations were found in both countries. However, hierarchical regression analyses revealed significant interactions of country by job stressors in predicting job strains, indicating the unique patterns of stressor–strain relationships in China and the United States. In the qualitative analyses, American employees reported significantly more incidents of lack of job control, direct interpersonal conflict, lack of team coordination, anger, frustration, feeling overwhelmed, and stomach problems than the Chinese. Chinese employees reported significantly more incidents of job evaluations, work mistakes, indirect conflict, employment conditions, lack of training, anxiety, helplessness, sleep problems, and feeling hot than the Americans. The qualitative approach contributed above and beyond the quantitative results in that it revealed culture‐specific job stressors of job evaluations, work mistakes, and indirect conflict that had been overlooked in western‐based stress research. Copyright © 2007 John Wiley & Sons, Ltd.