Abstract
Citizenship pressure has recently been a hot topic in organizational citizenship behavior research since it aids in understanding the driving mechanism of organizational citizenship behavior. However, previous research has revealed discrepancies in the connection. This article develops a theoretical model of the impact of citizenship pressure on organizational citizenship performance based on expectancy theory. A leader–employee paired questionnaire was used to evaluate the hypotheses. The results indicate that organizational citizenship performance is positively influenced by citizenship pressure. The connection between organizational citizenship performance and citizenship pressure is positively moderated by transformational leadership. The better the transformational leadership, the greater the influence of citizenship pressure on organizational citizenship performance. Furthermore, the impact of transformational leadership on the link between citizenship pressure and organizational citizenship performance is dependent on the political skill of employees. When individuals with strong political skill encounter transformational leadership, the relationship between citizenship pressure and organizational citizenship performance is minimal. On the contrary, this relationship is enhanced when personnel with limited political skill are confronted with transformational leadership.
Highlights
Coronavirus disease 2019 (COVID-19) has triggered many challenges and crises for organizations
We offered the following hypothesis based on the aforementioned investigation: Hypothesis 1: Citizenship pressure has a positive impact on the organizational citizenship performance of employees
We proposed the following hypothesis based on the above analysis: Hypothesis 2: Transformational leadership positively moderates the relationship between citizenship pressure and organizational citizenship performance
Summary
Coronavirus disease 2019 (COVID-19) has triggered many challenges and crises for organizations. When confronted with a disaster, companies require employees to contribute more to the organization in order to weather the storm. In this day of “doing more with less,” the need for companies to accomplish more with less is becoming increasingly apparent. With their organizational citizenship behavior (OCB), more organizations are hoping to enhance organizational growth without raising costs (Zhao et al, 2014; Zhang et al, 2020). When employees engage in OCB, the unique needs of organizations will drain their energy and resources and make them feel a certain strain (Zhao and Jiang, 2017). Employees experience citizenship pressure when their organizations and leaders want them to engage in more OCBs (Bolino et al, 2010)
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