Abstract
Employees view compulsory citizenship behavior (CCB) as concessionary behavior they undertake because of pressure exerted by their organizations. This study applies affective events theory to CCB-workplace deviance relationships, and impression management theory to CCB-facades of conformity relationships, to posit that employee emotional exhaustion is an essential mediating factor that effectively explains how CCB contributes to workplace deviance and facades of conformity. This study utilizes two mediation models to investigate whether employees’ CCBs are positively related to their work deviance and false behavior, and how emotional exhaustion mediates those relationships. Two-wave data collected from 655 valid participants (480 males, 175 females; average age of 30.1 years) in a public sector bank and a large private bank in Taiwan supported our hypotheses. We conducted surveys with volunteer employees that included CCB, emotional exhaustion, facades of conformity, and work deviance. The results of this study uncovered statistically significant relationships between CCB and work deviance and between CCB and facades of conformity and revealed that emotional exhaustion significantly mediated these relationships. Implications and directions for future study are discussed.
Highlights
Employees who voluntarily spend extra time at their organizations can produce benefits such as increased work input and improved work performance (Loi et al, 2020). Organ (1988) defined such behavior as organizational citizenship behavior (OCB), in which employees helped and voluntarily contributed to others or the organizations they served
The findings revealed that compulsory citizenship behavior (CCB) had a positive, indirect effect on workplace deviance through emotional exhaustion (z = 5.64, p < 0.01), since the bootstrapped 99% CI around the indirect effect (0.05, 0.12) did not contain zero, supporting Hypothesis 4
We investigated the influence of CCB on employee workplace deviance and facades of conformity, and examined how emotional exhaustion mediated the influence and consequences of CCB in the workplace
Summary
Employees who voluntarily spend extra time at their organizations can produce benefits such as increased work input and improved work performance (Loi et al, 2020). Organ (1988) defined such behavior as organizational citizenship behavior (OCB), in which employees helped and voluntarily contributed to others or the organizations they served. Employees who voluntarily spend extra time at their organizations can produce benefits such as increased work input and improved work performance (Loi et al, 2020). Organ (1988) defined such behavior as organizational citizenship behavior (OCB), in which employees helped and voluntarily contributed to others or the organizations they served. Organizations intend to require employees to engage in involuntary and extra-role activities that are valuable to the organization. OCB involves acts of personal intention that one can distinguish from employees’ work roles, the employees are more likely to engage in compulsory behavior related to their organizations, and act against their personal intentions, when pressured by others (Bolino et al, 2015). OCB involves acts of personal intention that one can distinguish from employees’ work roles, the employees are more likely to engage in compulsory behavior related to their organizations, and act against their personal intentions, when pressured by others (Bolino et al, 2015). Vigoda-Gadot (2006) defined this type of OCB as compulsory citizenship behavior (CCB), which is a dark side of OCB in organizations and includes the destructive effects of non-voluntary OCB due to the pressure exerted on them
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