Organizational Citizenship Behavior Engagement Research Articles

Linking Performance Appraisal and Government Employees’ Organizational Citizenship Behavior

This study investigates the relationship between performance appraisal (PA) and organizational citizenship behavior (OCB) among Korean government employees, integrating social exchange theory, prosocial values, and impression management perspectives. It analyzes how employees respond to PA’s perceived effectiveness, focusing on both direct and indirect effects of PA components alongside traditional OCB antecedents. Surveying 3,336 employees, the findings indicate positive correlations between performance feedback adequacy, PA fairness, and OCB, but a negative link with PA leniency. Organizational commitment emerged as a key mediator, especially between PA leniency, performance feedback frequency, and OCB. The study emphasizes the importance of a well-structured PA system to foster employee engagement in OCB.

Due responsibility and true responsibility: a moderated‐mediation model linking green‐harmonious human resource practice to employee organizational citizenship behavior

Enterprises have sought to explore appropriate human resource practices to cope with sustainability problems caused by increasingly severe environmental pollution and the imbalance of interest among multiple stakeholders. Our study tries to address this issue by systematically conceptualizing the construct of green‐harmonious human resource practice (GH‐HRP) and exploring how and when GH‐HRP promotes employee organizational citizenship behavior (OCB). In Study 1, we develop a four‐dimension, 16‐item GH‐HRP scale including green‐harmonious selection, responsibility consciousness development, harmonious win‐win compensation, and green‐harmonious activity participation. In Study 2, using three‐wave data from 390 supervisor‐employee dyads, we find that GH‐HRP facilitates employee OCB through the mediating role of duty orientation and meaning of work. Further, ethical leadership moderates the positive effects of GH‐HRP on duty orientation and meaning of work such that these effects are more pronounced when ethical leadership is high, thus fostering employees' engagement in OCB. Theoretical and practical implications are discussed.

The Role of Trust and Engagement in Organizational Citizenship Behavior of Chemical Manufacturing Industry in Indonesia

Although research on the relationship between trust and engagement with organizational citizenship behavior (OCB) has been extensively explored, the connection between these variables in the context of the chemical industry remains underexplored. The aim of this study is to examine the influence of trust on OCB, the impact of engagement on OCB, and the combined effects of trust and engagement on OCB in the Chemical Manufacturing Sector in Indonesia. This research employs a quantitative associative approach. The sample comprises 249 employees from manufacturing companies in the city of Cilegon, Indonesia, selected through proportional stratified random sampling techniques. The data analysis technique employed is multiple linear regression analysis using SPSS version 26. The findings of this study reveal that trust has a significant positive influence on OCB, engagement has a significant positive impact on OCB, and both trust and engagement collectively exert a significant positive influence on OCB in the Chemical Manufacturing Sector in Indonesia. The results of this research contribute to providing insights for chemical manufacturing companies in Indonesia to enhance the quality of their employees in achieving OCB principles.

How and When May Leader Influence Tactics Affect Followers’ Organizational Citizenship Behavior? A Social Cognitive Approach

Utilizing social cognitive theory, we suggest that leader influence tactics convey salient social cues to be incorporated into followers’ self-efficacy evaluation, which shapes their engagement in organizational citizenship behavior (OCB). We contend that leader soft tactics enhance followers’ self-efficacy and thereby foster their OCB, whereas leader hard tactics damage their self-efficacy and ultimately hamper their OCB. Further, we propose that organizational justice functions as a key boundary condition for these contentions, as the fair work environment makes social cues from these tactics salient. To test the hypotheses, we collected the data of 198 supervisor-subordinate dyads from various companies located in South Korea. As expected, soft tactics were positively related to self-efficacy, and their indirect effect on OCB toward individuals (i.e., OCBI) via self-efficacy was positive. In addition, the effect of soft tactics on self-efficacy and the indirect effect of soft tactics on OCBI via self-efficacy were stronger when organizational justice was higher. However, self-efficacy was not significantly related to OCB toward the organization (i.e., OCBO), and the indirect effect of soft tactics on OCBO via self-efficacy was not significant. Notably, hard tactics were not significantly related to self-efficacy, and organizational justice did not moderate this relationship. Further, the proposed indirect and conditional indirect effects of hard tactics were not significant. Overall, our research shows that soft tactics can be powerful tools for leaders to enhance followers’ self-efficacy and, ultimately, foster their OCB, especially when organizational justice is established at work.

Motivating Tacit Knowledge Sharing: The Role of Perceived Value of Knowledge and Organizational Citizenship Behavior

Purpose: This study investigates the challenge of retaining and sharing tacit knowledge during employee transitions in organizations, with a specific focus on software developers' motivations. We examine two key motivational beliefs: the perceived value of knowledge and organizational citizenship behavior (OCB), and their influence on sharing intentions. Additionally, we explore how these beliefs shape attitudes, subsequently affecting intentions regarding tacit knowledge sharing. Theoretical Framework: Grounded in the Theory of Reasoned Action (TRA), our research underscores the pivotal role of beliefs in shaping attitudes and intentions related to tacit knowledge sharing. Beliefs, encompassing the Perceived Value of Knowledge and OCB, play a significant role in molding attitudes. Using structural equation modeling, we analyze data collected from 197 software developers, employing confirmatory factor analysis to validate our measurement model and structural model analysis to explore relationships. Findings: Our findings indicate that software developers are indeed willing to share their tacit knowledge, with their willingness positively influenced by the perceived value of tacit knowledge and engagement in OCB. Attitudes towards sharing tacit knowledge act as mediators in the relationship between these beliefs and sharing intentions. Implications: In practical terms, organizations can foster tacit knowledge sharing by promoting positive attitudes, recognizing knowledge's perceived value, and cultivating a culture that encourages OCB. This facilitates a conducive environment for sharing, further enhanced by acknowledging and rewarding employees who exhibit OCB. Theoretical implications align with the Theory of Reasoned Action, emphasizing the role of attitude in shaping intentions. Our research contributes uniquely by exploring the underrepresented relationship between perceived knowledge value and tacit knowledge sharing, introducing a novel approach by examining the combined impact of OCB and perceived value. These insights are valuable for organizations looking to cultivate a culture of tacit knowledge sharing, driving innovation and enhancing performance.

Fair and Square: Impact of Hospitality Employees’ Justice Perceptions and Job Embeddedness on Citizenship Behavior during COVID-19


 
 
 COVID-19 pandemic has adversely impacted all industries, and the hospitality sector has been the worst hit. Drawing upon conservation of resource (COR) theory, it was hypothesized that organizational justice as well as job embeddedness will positively impact employees’ engagement in organizational citizenship behavior (OCB). In addition, the moderating role of job embeddedness in organizational justice–OCB relationship was studied. Using time-lagged data of hospitality employees from India, the results demonstrate that of all dimensions of organizational justice, interactional justice emerges as the strongest predictor of OCB. Further, job embeddedness was seen to have a significant relationship with all dimensions of OCB. Support was also found for the moderating role of job embeddedness in strengthening the positive relationship between justice perceptions and certain dimensions of OCB. Finally, the implications are discussed enhancing our understanding of organizational justice—job embeddedness—OCB relationship in Indian hospitality sector during the COVID-19 pandemic, suggesting several measures which can be taken by managers of this sector to promote employee extra role behaviors.
 
 

The consequences of empathic concern for the actors themselves: Understanding empathic concern through conservation of resources and work-home resources perspectives.

Whereas the majority of research to date has shown that having employees with empathic concern brings a number of beneficial outcomes to those on the receiving end, we shift this focus from the targets to a focus on how empathic concern influences the actors. Drawing from conservation of resources (COR) theory and the work-home resources model, we examined the detriments and benefits of empathic concern on the actors themselves by investigating how empathic concern drains and supplies actors' volatile personal resources. Using two experience sampling studies, our results revealed that empathic concern is associated with both resource loss and resource gain. Specifically, empathic concern requires actors to expend their volatile personal resources, leaving them emotionally exhausted and further prompting them to psychologically withdrawal from work. In addition, empathic concern also helps employees acquire new volatile personal resources, boosting their self-efficacy, and further promoting their engagement in organizational citizenship behaviors toward individuals. We also found that individuals with lower trait positive affect are less likely to obtain resource gain (self-efficacy) from empathic concern and more likely to result in resource loss (emotional exhaustion). Overall, our research answers the questions of why and when the negative and positive outcomes of empathic concern are likely to occur for the actors themselves. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Dynamic Computational Theory Construction and Simulation for the Dynamic Relationship Between Challenge Stressors and Organizational Citizenship Behaviors.

This study explores the dynamic feature of organizational citizenship behaviors under the condition of challenge stressors, as this has not been addressed by previous research. Combining the cybernetic theory of stress and social exchange theory, this study builds a dynamic computational model regarding the circular causality between challenge stressors and organizational citizenship behaviors. By conducting a series of simulation experiments, we validated and demonstrated important questions regarding organizational citizenship behaviors. Specifically, when both the initial value of challenge stressors and the importance of challenge appraisal are higher, organizational citizenship behaviors tend to show a sharped inverted U shape (i.e., organizational citizenship behaviors increase and decrease rapidly) at the early stage. When both the equilibrium level of job satisfaction and the initial value of challenge stressors are higher, organizational citizenship behaviors will show an inverted N shape over time. The number and frequency of assigned challenge tasks have an interactive effect on the accumulation of organizational citizenship behaviors within a period. Our theory contributes to identifying the dynamic relationship between challenge stressors and organizational citizenship behaviors. Findings from dynamic computational theory can offer suggestions for managers to encourage employees’ engagement in organizational citizenship behaviors.

The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research.

Attachment Dimensions as Moderators of the Relationship between Commitment to Supervisors and Organizational Citizenship Behavior

The aims of this study are to examine the correlation between the commitment to supervisors and Organizational Citizenship Behavior (OCB) by using two different commitment conceptions and to determine whether this relationship is moderated by personal internal attachment dimensions. The theoretical framework was provided by the concept of Affective Commitment (AC), derived from Meyer and Allen’s Three-Component Model (TCM), the target-free approach of Klein et al., and attachment personality theory. The study used the Affective Commitment to Supervisors (ACS) scale and Klein’s Unidimensional and Target-free (KUT) scale. The predictive value of supervisory commitment was confirmed by both methods. However, depending on the scale, the results revealed different links between commitment, OCB, and attachment personal dimensions as moderating factors. The ACS scale interacted with the dimension of attachment anxiety: In the case of a low or moderate supervisory commitment, anxiety decreased engagement in OCB. By contrast, the moderating model indicated that there was no such interaction when using the KUT scale.

Negative Gossip Decreases Targets' Organizational Citizenship Behavior by Decreasing Social Inclusion. A Multi-Method Approach.

Ample experimental evidence shows that negative gossip fosters cooperation in groups by increasing individuals’ reputational concerns. However, recent field studies showed that negative gossip decreases organizational citizenship behavior (OCB) among its targets (i.e., people whom gossip is about). Bridging these findings, we study the role of social inclusion in explaining how negative gossip affects targets’ engagement in OCB. Based on social exchange theory, we predict that targets of negative gossip experience low social inclusion. In turn, we propose that low social inclusion leads to low OCB of gossip targets. Results of three studies, a correlational study (N = 563), a laboratory experiment (N = 85), and an online scenario experiment (N = 597), showed that being the target of negative gossip reduced social inclusion and indirectly decreased OCBs. Our multi-method approach bridges findings from research conducted in organizations and in laboratory experiments and offers a more nuanced understanding of the effects of negative gossip on targets’ behavior. We show that due to its detrimental effect on targets’ social inclusion, negative gossip may not be as effective for enabling sustainable cooperation as experimental studies claim it to be.

Perceived Organizational Politics, Leadership Style and Resilience: How Do They Relate to OCB, If at All?

The present study examines the relationship between Perceived Organizational Politics (POP) and self-reported Organizational Citizenship Behavior (OCB) focusing on three mediating variables, transactional leadership, transformational leadership, and resilience. 210 employees from a variety of organizations and backgrounds completed a questionnaire containing standard measures of the study variables. Analysis of the data using Amos statistical package shows that OCB is significantly associated with POP, and that leadership styles and resilience significantly mediate this association. The results are discussed in terms of employees’ motivation to react to lack of perceived clarity, justice and fairness by enhancing their self-report of OCB engagement. Further research is needed to better understand the meaning of self-reported OCB.

Going the Extra Mile Because My Organization Does: How Does Corporate Social Responsibility Influence Organizational Citizenship in Nigeria?

ABSTRACTThere is a growing call to understand the influence of corporate social responsibility (CSR) on organizational outcomes, especially in developing economies. Given the strong link between organizational citizenship behavior (OCB) and organizational performance and survival, on one hand, and the constant need in the literature to understand their antecedents, on the other hand, this study adopts the social cognitive theory to examine the relationship between employees’ perceptions of their organizations’ engagement in CSR and their individual engagement in OCB in Nigeria. Based on the relevance of organizational learning culture to both CSR and OCB, the study further examines the mediating role of organizational learning culture in the relationship between employees’ perceptions of their organization's CSR engagement and their individual engagement in OCB. We tested these relationships in a sample of 254 employees drawn from banking, oil and gas, manufacturing and service industries. The results showed that there is a significant positive relationship between employees’ perceptions of their organizations’ engagement in CSR and their exhibition of OCB. This relationship is mediated by organizational learning culture. The implications of the results for CSR, especially in non-enabling institutional contexts, were discussed.

Employees' corporate social responsibility perceptions and organizational citizenship behaviors for the environment: The mediating roles of organizational identification and environmental orientation fit

AbstractThe importance of organizational citizenship behaviors for the environment (OCBEs) has been clearly established in the environmental literature. The purpose of this study is to examine the mediation of organizational identification and environmental orientation fit on the relationship between employees' corporate social responsibility (CSR) perceptions and their engagement in organizational citizenship behaviors for the environment. On the basis of 374 survey responses from employees, our structural equation modeling results indicated that CSR perceptions had a positive effect on employees' OCBEs. Moreover, both organizational identification and environmental orientation fit mediated the effect of CSR perceptions on employees' OCBEs. This study contributed to three literature streams (i.e., CSR, pro‐environmental behaviors and environmental management, and person–environment fit). Managerial implications and recommendations for future research are given at the end.

Interpersonal Deviance and Abusive Supervision: The Mediating Role of Supervisor Negative Emotions and the Moderating Role of Subordinate Organizational Citizenship Behavior

We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior (OCB) is likely to play a crucial role in predicting abusive supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables (Hypotheses 1–3). Study 2, utilizing multisource field data (i.e., subordinate–supervisor dyads), replicates the results from Study 1 and provides support for the entire moderated-mediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions.

Increasing Employee Engagement in Organizational Citizenship Behaviors Within Continuous Improvement Programs in Manufacturing: The HR Link

The nature of human relationships (HR) within supply chains has received a superficial attention in the drive for continuous improvement (CI). Persistent pressures affecting global engineering companies have limited the potential to address the HR element. Simply transferring mature western concepts and analytical tools does not capture the dynamics of the global production workforce. This paper proposes a new theoretical perspective encompassing an evaluative tool, thus moving beyond formulaic implementations of initiatives that erroneously assume maturity of production practices and outcomes. This study helps advance organizations by adding contextualization to the human-centric perspectives of organizational citizenship behavior and discretionary effort. Case-based data from engineering production workers in Thailand were factor analyzed to test the research hypotheses. This research reports on an alternative operationalization of these core ideas, while significantly extending the empirical base through validating the propositions. Furthermore, it contributes and responds to extant literature identifying HR as the missing link in enacting CI programs in practice. This paper addresses this gap, and the data collected support the theory that the proposed HR concepts positively impact organizational CI interventions. Findings have important implications for such interventions encompassing practical and theoretical relevance for global engineering managers with a local engineering production workforce.

Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior

Using multisource data and multilevel analysis, we propose that the ethical stance of supervisors influences subordinates’ perceptions of corporate social responsibility (CSR) which in turn influences subordinates’ trust in the organization resulting in their taking increased personal social responsibility and engagement in organizational citizenship behaviors (OCB) oriented toward both the organization and other individuals. Using a multilevel model, we assessed the extent to which ethical leadership and CSR at the work unit level impacts subordinates’ behaviors mediated by organizational trust at the individual level. We employed a sample of 71 work unit supervisors and 308 subordinates from five businesses of a conglomerate company located in mainland China. Subordinates were asked to rate supervisory ethical leadership practices, CSR, and their extent of organizational trust. Supervisors were asked to rate the personal social responsibility taking and OCB of their respective subordinates. A multilevel path analysis revealed that ethical leadership has a positive effect on CSR at the work unit level and that CSR has a positive cross-level effect on organizational trust at the individual level, which in turn significantly and positively impacts OCB through the mediating effect of taking personal social responsibility. Results are discussed in the context of China’s manufacturing sector.

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

AbstractBased on the job demands–resources model, this study considers how employees’ perceptions of organizational politics might reduce their engagement in organizational citizenship behavior. It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between perceptions of organizational politics and organizational citizenship behavior. Data from a Mexican-based manufacturing organization reveal that perceptions of organizational politics reduce organizational citizenship behavior, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience. The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among perceptions of organizational politics, resilience, and transformational leadership. These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.

Supervisor attribution of subordinates’ organizational citizenship behavior motives

Purpose– The purpose of this paper is to investigate the agreement between supervisors and subordinates concerning the motives of organizational citizenship behaviors (OCB) and how the supervisors’ attributions affect their OCB ratings.Design/methodology/approach– With the permission of seven large organizations in Macau, the authors conducted a survey of 500 employee-supervisor-co-worker triads. The final sample stood at 176 such triads with three hypotheses tested.Findings– First, supervisors are more accurate when judging altruistic motives of subordinates’ OCB than with egoistic motives. Second, supervisor attribution of subordinates’ altruistic motives positively affects the supervisors’ OCB ratings. Third, employees who are motivated by altruistic motives perform more OCB actions those egoistically motivated.Originality/value– The study adds to knowledge of how supervisor attribution of subordinates’ OCB motives affects their evaluation of the subordinates. It also provides evidence about the effect of OCB motives on the actual engagement in OCB. Findings of this study support the work of Organet al.regarding the motives behind OCB and strengthen the role of attribution theory in studying OCB.

The Curvilinear Relationship between Work Passion and Organizational Citizenship Behavior

Drawing on conservation of resources theory, this study examines the curvilinear relationship between harmonious and obsessive work passion and organizational citizenship behavior (OCB) as well as the moderating effect of collectivistic values. Using 233 paired supervisor-employee responses from Russia, I found that harmonious work passion and OCB are positively related up to a point, after which higher levels of harmonious work passion are associated with declining OCB. The main curvilinear effect of obsessive work passion on OCB was not significant. Collectivistic values were found to significantly interact with obsessive work passion but not harmonious work passion in the way they affect OCB. Employees who score high on collectivistic values tend to engage more in OCB than those who score low on collectivistic values. Interestingly, at low levels of collectivism, the inverted U-shaped curve illustrates the relations between obsessive passion and OCB changes into a U-shaped curve, suggesting that the highest engagement in OCB will no longer be observed at intermediate levels of obsessive work passion but rather at its lowest and highest levels. The findings contribute to work passion research and suggest that curvilinear rather than linear relationships may exist between work passion and work outcomes, which may account for the existing inconsistencies in the previous studies in regards to whether work passion-outcomes relationships are either positive or negative.