Organizational Error Tolerance and Change-Oriented Organizational Citizenship Behavior: Mediating Role of Psychological Empowerment and Moderating Role of Public Service Motivation.

Abstract

Error management is an important element of organizational management research, and organizational error tolerance has gradually received attention from researchers in recent years. Most previous studies concluded that organizational error tolerance positively affects both the perceived organizational support and job performance of public sector employees, but few have examined the relationship between organizational error tolerance and change-oriented organizational citizenship behavior. This research examines how organizational error tolerance affects change-oriented organizational citizenship behavior using an experimental approach (Study 1, N = 162 and Study 2, N = 228) and a field survey approach (Study 3, N = 377). The results indicate that organizational error tolerance increases psychological empowerment, which in turn increases change-oriented organizational citizenship behavior. Public service motivation plays a moderating role in this process. Specifically, the positive mediating effect of organizational error tolerance on change-oriented organizational citizenship behavior through psychological empowerment was not significant when the level of public service motivation was high, while it was significant when the level of public service motivation was low. This study clarifies the mechanism and boundary conditions of the effect of organizational error tolerance on change-oriented organizational citizenship behavior, provides a more comprehensive and dialectical perspective for research on organizational error tolerance, and extends research on psychological empowerment and change-oriented organizational citizenship behavior.