Does one good turn deserve another? coworker influences on employee citizenship

Social information processing and social learning theories were utilized to hypothesize that an employee's organizational citizenship behavior (OCB) is influenced by the collective OCB in one's workgroup. An aggregate measure of OCB was constructed based upon Podsakoff, MacKenzie, and Fetter's (1993) measures of Organ's (1988) typology of OCB, and the study was replicated using both supervisor and employee‐provided ratings of OCB. The sample for this study included 566 employees (488 for the supervisor‐rated analysis) from 56 workgroups in a manufacturing organization. The mean level of OCB for other members of one's workgroup explained significant variance in individual levels of OCB. We also found that this effect is moderated by the consistency of the display of the OCB within the workgroup. The consistency of OCB across coworkers was associated with more OCB by individuals and this effect was replicated across both supervisor and employee ratings. Explanations and uses for our findings are discussed. Copyright © 2003 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.     

Transformational leadership,relationship quality,and employee performance during continuous incremental organizational change

Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.     

Work performance,affective commitment,and work motivation: the roles of pay administration and pay level

The purpose of this study was to investigate employee attitudes and behaviors among knowledge workers under different forms of pay administration and pay levels. To examine these issues, I collected data from two business units in a large Norwegian multinational company with pay plans combining individual and collective performance and behaviors as the foundations for individual bonuses; one with two collective components (profit and behavior of the unit and the organization) and one with an individual component in addition to the two collective components. After controlling for organizational tenure, education, gender, perceived unit support, perceptions of distributive and procedural justice, and type of pay plan, the key findings are that base pay level, but not bonus level, was positively related to both self‐reported work performance and affective unit commitment, and that these relationships were partly mediated by intrinsic motivation. Furthermore, moderation analyses revealed that the relationships between bonus level and the outcome variables were not affected by type of pay plan. Implications and directions for future research on pay in knowledge intensive organizations are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Commitment,procedural fairness,and organizational citizenship behavior: a multifoci analysis

Research on commitment, procedural fairness, and organizational citizenship behavior (OCB) suggests that employees maintain distinct beliefs about, and direct behaviors towards, multiple targets in the workplace (e.g., the organization as a whole, their supervisor, and fellow workgroup members). The present studies were designed to test for “target similarity effects,” in which the relationships between commitment, procedural fairness, and OCB were expected to be stronger when they referred to the same target than when they referred to different targets. As predicted, we found that: (1) the positive relationship between commitment and OCB, and (2) the mediating effect of commitment on the positive relationship between procedural fairness and OCB, was particularly likely to emerge when the constructs were in reference to the same target. Support for these target similarity effects was found among layoff survivors (Study 1) and student project teams (Study 2). Theoretical and practical implications are discussed, as are limitations of the studies and suggestions for future research. Copyright © 2008 John Wiley & Sons, Ltd.     

A meta‐analytic comparison of self‐reported and other‐reported organizational citizenship behavior

Given the common use of self‐ratings and other‐ratings (e.g., supervisor or coworker) of organizational citizenship behavior (OCB), the purpose of this meta‐analysis was to evaluate the extent to which these rating sources provide comparable information. The current study's results provided three important lines of evidence supporting the use and construct‐related validity of self‐rated OCB. The meta‐analysis of mean differences demonstrated that the mean difference in OCB ratings is actually quite small between self‐ and other‐raters. Importantly, the difference between self‐ and other‐raters was influenced by neither the response scale (i.e., agreement vs. frequency) nor the use of antithetical/reverse‐worded items on OCB scales. The meta‐analysis of correlations showed that self‐ and other‐ratings are moderately correlated but that self–other convergence is higher when antithetical items are not used and when agreement response scales are used. In addition, self‐ratings and supervisor‐ratings showed significantly more convergence than self‐ratings and coworker‐ratings. Finally, an evaluation of self‐rated and other‐rated OCB nomological networks showed that although self‐rated and other‐rated OCBs have similar patterns of relationships with common correlates, other‐rated OCB generally contributed negligible incremental variance to correlates and only contributed appreciable incremental variance to other‐rated behavioral variables (e.g., task performance and counterproductive work behavior). Implications and future research directions are discussed, particularly regarding the need to establish a nomological network for other‐rated OCB. Copyright © 2013 John Wiley & Sons, Ltd.     

An empirical investigation of the influence of safety climate on organizational citizenship behavior in Taiwan's facilities.

Although the social exchange relationships between employers and employees are increasingly important to the performance of safety management systems, the psychological effects of work attitudes on this relationship have been less studied. Using a sample of first-line operators and their supervisors from 188 facilities in Taiwan which had Occupational Health and Safety Assessment Series 18000 (OHSAS 18000) certification, the current research conducted an empirical investigation of the influence of safety climate on organizational citizenship behavior (OCB). Work attitude was used to disclose the psychological effect. Research results indicated that (a) safety climate was a significant predicator of OCB, (b) the psychological effect significantly influenced social exchange relationships, and (c) job satisfaction showed a stronger mediating influence than organizational commitment due to the frequent top management turnover. Discussions and implications are also addressed.     

Meta‐analytic tests of relationships between organizational justice and citizenship behavior: testing agent‐system and shared‐variance models

Research on the unique effects of different types of perceived fairness on citizenship behavior that benefits individuals (organizational citizenship behavior (OCB‐I) and organizations (OCB‐O) has produced mixed results. We assert that how OCB‐O and OCB‐I are conceptualized affects the patterns of results, and we hypothesize that, when OCB is conceptualized appropriately, an agent‐system model is supported (interactional and procedural justice are the strongest unique predictors of OCB‐I and OCB‐O, respectively). We also hypothesize that shared variance among the justice types explains additional variance in OCB. Analyses of semi‐ partial correlations conducted on meta‐analytic coefficients supported our hypotheses. Theoretical and practical implications are discussed. Copyright © 2007 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.     

Change‐oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes

Organizational citizenship behavior (OCB) has attracted major research effort for the last two decades. The vast majority of studies of OCB have been devoted to affiliative forms of such behavior including interpersonal helping, courtesy, and compliance, which are intended to maintain and reinforce the status quo. The present study attends to another form of OCB that challenges the status quo through suggestions for constructive changes in work methods, processes, and policies. This study identifies a set of workplace characteristics that predict change‐oriented OCB. Multi‐level analyses of large‐scale longitudinal data showed that strong vision and innovative climate predicted change‐oriented OCB via both individual‐ and cross‐level processes. These contextual influences were mediated by two intervening variables: psychological empowerment and felt responsibility for change. The results suggest that change‐oriented OCB is significantly predicted by only organizational characteristics. Group‐level dynamics may be less important for understanding challenging types of OCB than for affiliative types such as helping or compliance. Copyright © 2007 John Wiley & Sons, Ltd.     

Introduction: The dark and light sides of organizational citizenship behavior

This is an introduction to a point/counterpoint exchange in Journal of Organizational Behavior on the negative versus positive sides of organizational citizenship behavior (OCB). Such behaviors go beyond the core tasks that individuals do on the job and are generally considered positive contributions that support organizations. Bolino, Klotz, Turnley, and Harvey cover the dark (negative) side of OCB, arguing that it can be performed for self‐serving motives and that it can have detrimental effects. They discuss the costs of performing OCB to the individuals who perform it, and potential negative consequences for organizations. Conversely, Spitzmuller and Van Dyne cover the light (positive) side, focusing on OCB as forms of either proactive or reactive helping behavior. Proactive helping is motivated by internal needs with the individual seeking out opportunities to engage in OCB. Reactive helping is an altruistic response to a perceived need by a colleague or the organization itself. Taken together, these two papers provide a comprehensive overview of the complex effects of OCB on actors who perform it and targets who receive it. Copyright © 2012 John Wiley & Sons, Ltd.     

An Empirical Investigation of the Influence of Safety Climate on Organizational Citizenship Behavior in Taiwan’s Facilities

Although the social exchange relationships between employers and employees are increasingly important to the performance of safety management systems, the psychological effects of work attitudes on this relationship have been less studied. Using a sample of first-line operators and their supervisors from 188 facilities in Taiwan which had Occupational Health and Safety Assessment Series 18000 (OHSAS 18000) certification, the current research conducted an empirical investigation of the influence of safety climate on organizational citizenship behavior (OCB). Work attitude was used to disclose the psychological effect. Research results indicated that (a) safety climate was a significant predicator of OCB, (b) the psychological effect significantly influenced social exchange relationships, and (c) job satisfaction showed a stronger mediating influence than organizational commitment due to the frequent top management turnover. Discussions and implications are also addressed.     

Why should I be generous when I have valued and accessible alternatives? Alternative exchange partners and OCB

An Erratum has been published for this article in Journal of Organizational Behavior 26(7) 2005, 873. Previous research on the relationship between alternative employment opportunities and cooperation has neglected the distinction between evaluations and restrictions. Thus, one cannot analyze the relationship between attractiveness of alternative employment opportunities and organizational citizenship behaviors (OCB) under different levels of perceived ease of finding alternative employment. In a pilot study with N = 149 German employees, we confirm the proposed distinction with confirmatory factor analyses. Based on power‐dependence theory and rational choice models, we predict that under high ease the relationship between attractiveness and OCB should be more strongly negative than under conditions of low ease. In addition, we hypothesize that the interaction between attractiveness and ease should be greater for OCB than for task performance because task performance is exchanged in a relationship with an enforceable, binding contract, while OCB is voluntarily. Results from moderated multiple regression analysis on N = 86 German professional–supervisor dyads support our prediction for a negative relationship between attractiveness and OCB under high ease. Under low ease, we find a positive relationship between attractiveness and OCB. Moreover, there was no relationship with the interaction and task performance. Implications of the findings both for extra‐role and job mobility theory formation and research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

What motivates OCB? Insights from the volunteerism literature

This paper argues that taking a functionalist perspective can contribute to a more complete understanding of why employees engage in organizational citizenship behavior (OCB). Informed by the volunteerism literature, a number of other‐oriented and self‐oriented functions are identified as predictors of OCB including value‐expression, social, and career‐related motives. Copyright © 2010 John Wiley & Sons, Ltd.     

Justice constructs,negative affectivity,and employee deviance: a proposed model and empirical test

This study tests a model that uses organizational justice variables and the personality trait of negative affectivity to explain two forms of deviant employee behavior. Prior research suggests that deviance can be directed interpersonally or against organizations. We propose a model that links unfavorable perceptions of distributive, procedural, and interactional justice, as well as the dispositional trait of negative affectivity, to both types of deviant acts. To test the model, a survey was distributed to employees from a government agency and an international manufacturer of paper products. Responses to the survey were analysed using structural equation modeling to evaluate the fit of the theoretical model to the data. Results showed that the model fits the data well and that nearly all of the hypothesized relations among constructs were supported. Implications of the results for the prediction and control of deviant behavior are discussed and future research directions are offered. Copyright © 1999 John Wiley & Sons, Ltd.     

Dispositional and contextual determinants of organizational citizenship behavior

This study of 402 professional and administrative employees of a VA hospital addressed the question of whether certain dispositional factors (Agreeableness, Conscientiousness, and Equity Sensitivity) could account for the relationship between contextual work attitudes and organizational citizenship behavior (OCB). Findings indicate this not to be the case. Fairness/satisfaction had independent effects on OCB. Additionally, Conscientiousness predicted some forms of OCB. Neither Agreeableness nor Equity Sensitivity affected OCB. Implications are noted for further inquiry into OCB.     

A psychological contract perspective on organizational citizenship behavior

This study examined the contribution of the psychological contract framework to understanding organizational citizenship behavior (OCB) using survey data gathered at three measurement points over a three‐year period from 480 public sector employees. Separating perceived contract breach into its two components (perceived employer obligations and inducements), the data suggest that perceived employer obligations explained unique variance in three dimensions of citizenship behavior (helping, advocacy and functional participation) beyond that accounted for by perceived employer inducements. Employees' acceptance of the norm of reciprocity moderated the relationship between employer inducements and the dimensions of advocacy and functional participation. Employees' trust in their employer moderated the relationship between perceived employer obligations and the dimensions of advocacy and functional participation. Contrary to the hypothesis, procedural or interactional justice did not moderate the relationship between employer inducements and OCB. The implications of the findings for psychological contract research are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Exploring the dark side of organizational citizenship behavior

In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. Copyright © 2012 John Wiley & Sons, Ltd.     

The role of other orientation in organizational citizenship behavior

This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hypothesized, results show a weaker relationship between job satisfaction and OCB for persons who are higher in other orientation. We discuss the theoretical implications of this finding and directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

The impact of impression‐management tactics on supervisor ratings of organizational citizenship behavior

Previous research indicates that the use of impression management is related to supervisor ratings of employee likeability and job performance. It has been argued, though, that employees might also use impression management so that their superiors will see them as ‘good soldiers’ who engage in high levels of organizational citizenship behaviors (OCBs). This study investigates the ways in which three types of impression management—namely, job‐focused, self‐focused, and supervisor‐focused tactics of impression management—influence supervisor ratings of OCB. Using a sample of 122 supervisor‐subordinate dyads, the findings indicate that supervisor‐focused tactics of impression management are positively related to OCB ratings, while job‐focused tactics are negatively related to such evaluations. Additionally, citizenship behaviors are positively related to supervisor liking of the employee and overall ratings of job performance. Finally, the results suggest that OCB ratings mediate the relationship between supervisor‐focused tactics of impression management and supervisor evaluations of employee likeability. Some implications of this study and directions for future research are also addressed. Copyright © 2006 John Wiley & Sons, Ltd.