Employee OCB Research Articles

Perbedaan tingkat organizational citizenship behavior (ocb) ditinjau dari tahap perkembangan karir karyawan PT Tirta Investama (AQUA) Pandaan

Each stage of career development raises special characteristics that are not had by other stages of career development. These characteristics are seen to be related to the dimensions of OCB which will then affect the employee's OCB as a whole. Establishment stage, someone who is at the age of 25-44 years where the person tries to adapt at work. Maintenance stage, someone who is at the age of 45-64 years who feels comfort in his job position, will take care and maintain the position as best as possible. This study aims to determine whether there are differences in OCB levels reviewed based on the stages of career development. This study uses comparative quantitative research. Data collection techniques using purposive sampling with a total sample of 60 employees divided into two sample groups, namely 30 employees aged 25-44 years and 30 employees aged 45-64 years. Data retrieval uses the OCB scale. Obtained the results of the analysis of independent sample t test with a t count value of 6.198 and a probability of 0.000, these results indicate that OCB are have significant differences in terms of the stage of career development.

Voluntary workplace behaviors among employees of high and low-performing banks

Purpose The purpose of this study is to determine whether there is a difference with the exhibition of voluntary workplace behaviors (i.e. organizational citizenship behaviors [OCB] and counterproductive workplace behaviors [CWB]) among employees of high and low-performing banks in Ghana. Design/methodology/approach The quantitative approach was adopted to collect data from employees of selected banks from Ghana’s Club 100. The independent t-test was used to categorize the exhibition of employees’ OCB and counterproductive workplace behaviors by the type bank (i.e. high- or low-performing banks). Findings Contrary to the speculations of the study, employees of high-performing banks did not score higher in the exhibition of OCB compared to low-performing banks. Employees of low-performing banks were also not found to score higher with respect to CWB as compared to those of high-performing banks. Research limitations/implications The research adopted a single rating method of collecting data from respondents. There could, however, be a level of biasness from the employees’ point of view of their exhibition of both OCB and CWB. Future research should thus seek to use a dyad method of collating data from both managers and employees of employees’ voluntary workplace behaviors. The study only focused on OCB as having a positive impact on the performance of banks and CWB having a negative impact. Future studies could also peruse both positive and negative impacts of OCB and CWB on the performance of organizations. An assessment of the various dimensions of both OCB and CWB (e.g. OCB-I, OCB-O, CWB-I and CWB-O) and their distinctive impacts on organizational performance is also suggested. Moreover, the adoption of only the quantitative approach to measuring the variables under the study was also identified as a limitation. This made it difficult to further peruse the intentions of employees to either engage in OCB or CWB. Further research could adopt the mixed-method approach that will add to the rigor in terms of the analyses. Researchers could also explore the same relationship among other sectors such as manufacturing. Further studies should also be conducted to peruse what promotes or inhibits the performance of banks irrespective of the voluntary workplace behaviors of the employees. More so, further research could also assess whether the workload of employees can predict employees’ voluntary workplace behaviors. Specific to the banking sector and others with the same working environment, future studies can investigate the factors that inhibit and encourage employees’ exhibition of OCB and CWB. Practical implications It was thus concluded that even though voluntary behaviors of employees influence the performance of organizations particularly banks, their effect is not that significant. This could be as a result of the tight schedules, structured and controlled nature of work activities in the banks that make employees so occupied throughout their working day to the extent they have perhaps no time to engage in extra-role activities. This calls for the need for banks to further explore other opportunities that contribute to boosting employee performance. Originality/value The study provides an in-depth account on whether OCB and CWB of employees predict the performance of organizations, especially banks in Ghana.

Adult Attachment and Workplace Romance Motives: A Path to Performance

Employees’ motives for engaging in intimate relationships with their coworkers can have a substantial impact on their performance (e.g., Dillard, 1987) and how they are perceived by others (e.g., Cole, 2009). We integrate attachment theory with theories applied in the workplace romance literature to highlight how employees’ dispositional approaches to close relationships can lead to different types of workplace romance which, in turn, have differential effects on employee performance. Responses from 756 employees involved in romantic relationships at their organization illustrate that employees’ motives for engaging in workplace romance serve as mechanisms through which their attachment patterns impact their intrinsic work motivation, job performance, and individual-directed organizational citizenship behavior (OCB–I). Specifically, results show that love- motivated workplace romance enables attachment avoidance to increase employee motivation, performance, and OCB–I, whereas job-motivated workplace romance enables attachment anxiety to decrease employee motivation, performance, and OCB–I. Results hold implications regarding the need for managers and employees to maintain an awareness of their relationship-oriented goals and behaviors, the utility of fraternization policies, and the potential consequences of different types of workplace romance.

Empowered Leadership and Employee Outcomes: Mediating Role of Employee Engagement

Drawing on empowerment literature and intrinsic motivation, this study examines the relationship of empowering leadership and employee outcomes (service performance and organizational citizenship behavior; OCB), along with mediating role of employee engagement. Based upon data of 970 officer level employees working in banking industry of Pakistan, hierarchical regression results demonstrated that empowering leadership behavior is positively related to employee service performance and OCB. Further, the results also reveal employee engagement partially mediated the relationships between empowering leadership and employee behavioral outcomes.

Commentary: Who Are Your Friends? The Influence of Identification and Family In-Group and Out-Group Friendships on Nonfamily Employee OCB and Deviance

We refine the findings of Vardaman, Allen, and Rogers that indicate the structural position of nonfamily employees in friendship networks can enhance organizational identification and reduce turnover in family firms. We extend their work by offering a more nuanced perspective that not all friendships are created equal. We propose that a family friend’s membership in the family in-group or out-group influences nonfamily employees’ organizational identification, and in turn, their behavior (i.e., organizational citizenship behavior and deviance). Our theorizing expands the nascent literature on nonfamily employees, offering a theoretical rationale for their complex and often poorly understood behavior.

Budaya organisasi, komitmen organaisasi, dan kompetensi terhadap organizational citizenship behaviour pada setda kota denpasar

The purpose of this study is to mengethui partial and simultaneous influence of culture, organizational commitment and competence to OCB on honorary employees Sekretariat Daerah Denpasar City. Methods of data collection in this study using questionnaires to 72 respondents and analyzed by using liniear regression beganda. The result of the analysis shows partially the influence of organizational culture toward OCB at Sekretariat Daerah Denpasar City is positive and significant. That is, the better the organizational culture, the higher the OCB at the Regional Secretariat of Denpasar. The partial influence of the organization's commitment to the OCB at the Denpasar Regional Secretariat is positive and significant. That is, the better the organization's commitment, the higher the OCB of honorarium employees in the Secretariat of Denpasar City. The partial influence of competence on OCB at the Denpasar Regional Secretariat is positive and significant. This means, the better the higher the competence of OCB at the Regional Secretariat of Denpasar. The simultaneous influence of organizational culture, organizational commitment and competence to the OCB at the Denpasar Regional Secretariat is positive and significant

When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership

Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical convictions. Further, we argued and showed that employees’ feelings of personal control and perceived voice opportunity mediated the interactive effect of ethical leadership and perceived leader ethical conviction on OCB and deviance. Implications of these findings for theory and practice are discussed.

Keeping the peace

Purpose– The purpose of this paper is to investigate the interaction between self-reported proactive personality, competence, and interpersonal conflict in the prediction of supervisor ratings of organizational citizenship behaviors directed at individuals (OCBI) and organizations (OCBO).Design/methodology/approach– Data were obtained from 165 full-time subordinate-supervisor dyads. Employees self-reported personality and control variable information in wave 1 and competence and interpersonal conflict information in wave 2. Data regarding employee OCB performance were collected from supervisors in wave 3.Findings– Results suggest that OCBs are performed less frequently in stressful circumstances but that proactive personality appears to assuage the effects of stress. Significant two- and three-way interactions suggest the interplay of personal and situational characteristics are more complex in predicting OCBO than OCBI, likely due to its more distal nature.Practical implications– Results of the current study suggest steps managers may want to take to increase employee performance of OCBs, specifically, selecting proactive individuals, creating training programs to bolster employees’ competence, and minimizing interpersonal conflict at work.Originality/value– The current study confirms and extends extant research. The current study goes beyond previous work to consider a more complex interaction of factors that are related to employee engagement in OCBs.

The Uneven Impact of Non-contingent Punishment: Misery Prefers Company

The negative adaptation hypothesis postulates that the relationship between abusive supervision and employee behavior will be stronger in certain cases than in others and that the determining factor is the treatment of the employee’s immediate coworkers, and that coworker treatment would completely negate the negative responses by employees – leading to a situation where the employee “does not retaliate”. The authors applied this prediction to the relationship between non-contingent punishment and employee overall performance, employee in-role performance, and employee OCB performance in a field study of 476 manufacturing employees in 80 workgroups. A further prediction suggested that employees would consistently experience negative attitudes as a result of mistreatment. Overall, the results of the study supported both the differential behavioral and attitudinal reactions. Further, across the three behavioral outcomes tested, the relationship between employee non-contingent punishment received and behavioral outcomes was not different than zero when peers received high levels of abusive behavior. Implications for theory and managerial practice are discussed.

The Impact of Corporate Entrepreneurship on Organizational Citizenship Behavior and Organizational Commitment: Evidence from Turkey SMEs

In this study we underlie the importance of corporate entrepreneurship for surviving in the new normal era. In a sample of 375 small to medium sized enterprises in the manufacturing sector, we find that CE is positively related to OCB of employees and that this relationship is mediated by affective and continuance commitment. Moreover, the study enlightens not only the practitioners but also the academicians for the future researches.

When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models

We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types—encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one’s value to the organization). Conversely, leaders encouraging independent action decreased employees’ desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees’ self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.

Effects of cognition- and affect-base trust in supervisors on task performance and OCB

Trust in management has long been assumed to relate to performance in organization. However,the relationship is not clear yet. And the mechanism between trust in managers and performance has precipitated an interest among organizational researchers. Cognition-based trust and affect-based trust are two types of trust that may have different effect on work outcomes. The purpose of this study was to examine how these two kinds of trust in supervisors influenced employees' task performance and OCB,and the mediating effects of ability-to-focus and affective commitment. Data was from a total of 563 matched supervisor-subordinate dyads. The confirmatory factor analysis showed that employee measurement and supervisor measurement had good reliability and validity. LISREL was used to test the hypotheses. The results indicated that ability to focus fully mediated the relation between cognition-based trust in supervisors and employee's task performance and OCB. In contrast,affective commitment partially mediated the relationship between affect-based trust in supervisors and task performance and OCB. The findings revealed that affect-based trust in supervisors related positively to task performance and individual-directed OCB. In addition,they showed that the effects of affect-based trust in supervisors on employee's performance and OCB was stronger than that of cognition-based trust. The present study contributes to our understanding of the relationship between trust in managers and employee's performance by explaining in more detail the psychological mechanisms involved. The results of this research have managerial as well as research implications.

An Integrative Model Linking Supervisor Support and Organizational Citizenship Behavior

This study extends previous research by proposing an integrative model that examines the mediating processes underlying the relationship between leader support and employee OCB. Data were collected from 323 employees and their immediate supervisors in seven Taiwanese companies. Results showed that supervisor support influenced the employees’ OCB indirectly through two cognitive processes (job satisfaction and person–organization fit) and one affective process(job tension).

PREFERENTIAL MISTREATMENT: HOW RACE MODRATES THE RELATION BETWEEN DISPOSITIONAL AGGRESSIVENESS, ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND PERCEIVED VICTIMIZATION IN ORGANIZATIONS.

A victim precipitation framework was used to explore whether aggressiveness, organizational citizenship behaviors, and race predicted how often employees reported themselves to have been targets of injurious acts by other organizational members. Data from 453 employees of a U.S. manufacturing firm suggested that employees with higher levels of dispositional aggressiveness, and those who exhibited lower levels of organizational citizenship reported higher levels of victimization. A three-way interaction involving employee race, dispositional aggressiveness, and OCB was also found. When aggressive white employees exhibited OCB, it served to reduce the amount of victimization experienced whereas OCBs exhibited by aggressive African Americans had no effect on the levels of perceived victimization.