Too Tired from Helping: A Dual-Stage Model of OCB’s Implications for Performance

Abstract

While there is a large literature on both the positive and negative consequences of organizational citizenship behavior (OCB) for organizations and individuals, we know little about how engaging in OCB affects subsequent employee performance. Here we draw on ego depletion theory to propose the conditions under which OCB negatively affects job performance (task performance, subsequent OCB, and counterproductive work behavior) via the mediating role of self-control depletion. Results from two studies, the first using a multiwave survey with supervisor assessments of OCB and subsequent performance and the second using a daily diary methodology, largely supported our hypothesized model. OCB increased self-control depletion, and indirectly decreased subsequent job performance, for employees who perceived high citizenship pressure but not those who perceived low pressure. These conditional indirect effects of OCB on subsequent job performance were significantly stronger among employees with relatively low rather than high trait resilience. We discuss how and when OCB harms employee performance and managerial implications.