Interpersonal Citizenship Behavior Research Articles

The Interplay Between Helping Behavior and Absenteeism in Teams: A Longitudinal Examination of Their Reciprocal Relationship in a Public Organization

This study employed a longitudinal model to investigate the reciprocal relationships between interpersonal citizenship behavior (OCB-I) and absenteeism at the team level. The research utilized four waves of data from a sample comprising over 5,000 employees in 168 teams within a large Canadian public organization. Drawing upon the focus theory of normative conduct and the collective identity perspective, our findings indicated that a positive change in OCB-I, which encompasses helping behaviors, led to a subsequent decrease in team absenteeism. In addition, emphasizing the identity perspective and allocation of time perspective, our study demonstrated that increased absenteeism within a given period was associated with a subsequent reduction in team OCB-I.

Receiving help at work mitigates the negative consequences of performance pressure: implications for depletion and citizenship behavior

ABSTRACT Drawing from job-demands resources theory and conservation of resources theory, this study examines the effect of performance pressure on interpersonal citizenship behavior through exhaustion. We also explore the extent to which receiving help mitigates the exhaustion caused by performance pressure. In a critical incident design of employees from various industries (N = 268), performance pressure was positively associated with exhaustion. Subsequently, employee exhaustion decreased the tendency to perform acts of interpersonal citizenship. The relationship between performance pressure and exhaustion was weakened among employees who had received help from their colleagues. Thus, these results, supported by moderated mediation analyses, suggest that receiving help can mitigate the deleterious effects of performance pressure on interpersonal citizenship behavior through exhaustion. Implications for research and practice are discussed.

Exploring the Interplay of Competition and Justice: A Moderated Mediation Model of Competitive Psychological Climate, Workplace Envy, Interpersonal Citizenship Behavior, and Organizational Justice.

The competitive psychological environment that arises within an organization is widely recognized as a crucial factor impacting employee performance and, indirectly, overall business productivity. Nonetheless, mishandling this environment can result in unforeseen challenges. Thus, a moderated mediation model was employed in this study to ascertain the adverse effects of competitive psychological climate and how to mitigate said effects. Data were collected via a survey of 523 employees of four- and five-star accommodation establishments in Alanya and Manavgat using convenience sampling. This study revealed that a competitive work environment leads to increased workplace envy, which adversely affects interpersonal citizenship behavior. Additionally, it was discovered that workplace envy mediates the effects of competitive climate on interpersonal citizenship behavior. The negative impact of competitive psychological climate on workplace envy and interpersonal citizenship behavior is mitigated by organizational justice. This study's results offer significant contributions to both theoretical and practical understandings of the potential effects of competitive psychological climate and how to handle them.

Impact of family ostracism on employees' work and health: Work–family centrality as a moderator

We explored why and when a pervasive negative family experience (family ostracism) can have an effect on individuals in the context of their employment (job goal progress, interpersonal citizenship behavior) and health outcomes (somatic complaints). We recruited 349 employees in China to complete a survey. The results showed that family ostracism was negatively related to job goal progress and interpersonal citizenship behavior and was positively related to somatic complaints. Psychological needs satisfaction partially mediated this relationship. Moreover, work–family centrality moderated the mediating effect: For individuals who prioritized work over family and derived their psychological satisfaction predominantly from their work rather than their family, the negative impact of family ostracism on the satisfaction of their psychological needs was relatively low. These results provide theoretical and practical insights into the value of avoiding the negative effects of family ostracism in the workplace.

Ethical leadership and interpersonal citizenship behavior in the public sector

PurposeThis study aims to examine the impact of ethical leadership on the extra-role behavior toward individuals of employees in the public sector. In addition, the study examines the mediating roles of supervisor-subordinate guanxi and public service motivation.Design/methodology/approachResearch data were collected from 222 public servants in local government, Vietnam. Study using partial least square SEM (PLS-SEM) method performed by SmartPLS 3.2.9.FindingsEthical leadership has a direct impact on OCBI. In turn, supervisor-subordinate guanxi holds mediating role in linking the relationship between ethical leadership and OCBI. Public service motivation mediates nexuses between ethical leadership, supervisor-subordinate guanxi and OCBI.Research limitations/implicationsTo encourage public servants to engage in interpersonal citizenship behaviors, leaders must focus on fostering an ethical climate in the workplace by acting as an ethical model and encouraging ethical standards in daily work.Originality/valueThe study provides new insights on the mediating role of public service motivation, guanxi from the perspective of the leader's ethical aspect.

The double‐edged sword of employee forgiveness: How forgiveness motives steer forgiveness toward interpersonal citizenship behaviors and interpersonal deviance

AbstractPrevious research has almost universally shown that forgiveness is a beneficial virtue that can generate a series of positive outcomes. We challenge this prevailing view by proposing that employee forgiveness is a mixed blessing. Setting off from distinguishing the motives behind forgiveness, we integrated the relational perspective and ego depletion theory to explore the beneficial and detrimental consequences of employee forgiveness. Specifically, our study investigated when and how employee forgiveness leads to interpersonal citizenship behaviors (ICBs) and interpersonal deviance. Using a sample of 349 supervisor–employee dyads, we found that employee forgiveness driven by strong relationship‐oriented motives could foster high‐quality relationships with coworkers and facilitate ICBs. In contrast, employee forgiveness driven by strong self‐oriented motives could cause more resource depletion and increase interpersonal deviance. Furthermore, we discuss the theoretical and practical implications of our study as well as future research directions.

Can I control my actions and emotions? Examining when and why employees react adaptively or maladaptively to coworker voice

AbstractVoice highlights important issues in the workplace, but it may be malfunctional if recipients do not possess the adequate mastery to act on the feedback received. Our research draws on the control value theory of emotions to explain how appraisals and affective processes shape employees' adaptive or maladaptive responses to challenge‐oriented voices from their coworkers. We contend that constructive (destructive) coworker voice activates a positive (negative) affective state more strongly in recipients who perceive higher (vs. lower) behavioral control because they will attribute greater personal responsibility over the voice content. We also expect the affective states to predict interpersonal citizenship behavior and work withdrawal behavior more strongly in recipients with lower (vs. higher) emotional control due to their greater susceptibility to the influences of affective states. The results from three‐wave, multi‐source data collected from 307 insurance sales representatives support most of our hypotheses, except that perceived behavioral control does not moderate the link between destructive coworker voice and employee negative affective state. The findings extend voice literature by taking a recipient perspective on how and why they react differently to constructive or destructive coworker voice, and offer practical suggestions for facilitating optimal behavioral responses to coworker voice in an applied setting.

신뢰의 진화와 팀활성화

The purpose of this study is to understand the dynamics between the accumulation of interpersonal trust and its effectiveness in a team situation, and a longitudinal study was conducted on self-managed project teams. It has been about 25 years since the concept of the evolution of trust has been proposed, but there are few studies empirically analyzing it. This study examined how calculative trust and knowledge-based trust change over time in the project team, and verified how initial trust and changes in trust over time affect team effectiveness. Team satisfaction, interpersonal citizenship behavior and learning were selected as team effectiveness variables. Since a newly established team is needed to verify the evolution of trust, an experimental study was conducted through project teams performing at two university classes of the same course. This is to control the conditions of the project team as much as possible. The team members of the study conducted three projects jointly during one semester, and at the end of each project, changes in trust and team effectiveness variables were measured. As results of the analyses, it was found that there were significant changes in both calculative trust and knowledge-based trust, and it was confirmed that the initial trust and subsequent changes in both trust dimensions had differential effects on team satisfaction, interpersonal citizenship behavior, and learning. In addition, autoregressive cross-lagged model test was conducted to examine the causal relationship of the study variables in detail. Based on the results of the study, academic and practical implications are summarized.

I Have Received More Help Than Others! A Social Comparison Perspective on Receiving Help

In the current research, we developed and tested a model of how and when receiving help social comparison influenced the recipient’s job performance (i.e., interpersonal citizenship behavior, task performance). Based on social exchange theory and social comparison theory, we posited that receiving help social comparison influenced the recipient’s feelings of gratitude, which in turn had a positive relationship with interpersonal citizenship behavior (ICB) and task performance. Further, we argued that the effects of receiving help social comparison were influenced by the recipient’s psychological entitlement. Using data collected in three waves from 307 employees in China, we found that receiving help social comparison was positively associated with the recipient’s feelings of gratitude while controlling for overall receiving help. Gratitude, in turn, benefit ICB and task performance. Moreover, high levels of psychological entitlement weakened the relationship between receiving help social comparison and the recipient’s feelings of gratitude, and further weakened the indirect relationship between receiving help social comparison and the recipient’s ICB as well as task performance via gratitude. Overall, these findings had the potential to extend our knowledge of receiving help literature by introducing a social comparison perspective.

You Have Received More Help than I Did and I Envy You: A Social Comparison Perspective on Receiving Help in the Team.

In the current research, we developed and tested a model of how and when upward social comparison of received help influenced an employee’s interpersonal citizenship behavior. Based on social comparison theory, we posited that upward social comparison of received help triggered an employee’s feelings of envy, which in turn had a negative relationship with interpersonal citizenship behavior (ICB). Further, we argued that the effects of upward social comparison of received help on envy differed in the employee’s social comparison orientation. Using data collected in three waves from 411 employees in China, we found that upward social comparison of received help was positively associated with the employee’s feelings of envy while controlling for overall receiving help, which further negatively affected interpersonal citizenship behavior. Moreover, the relationship between the upward social comparison of received help and the employee’s feelings of envy was stronger when employees had high levels of social comparison orientation and further strengthened the indirect relationship between the upward social comparison of received help and the employee’s ICB via envy. Overall, these findings have the potential to extend our knowledge of the adverse effects of receiving help in a team by introducing a social comparison perspective.

It's not all just tit-for-tat: the impact of relational identification on subordinate's attitudes and interpersonal citizenship behavior

AbstractWe explore how relational identification (RI) complements the influence of relational exchange within work role-relationships. In two temporally-lagged studies, we examine the contribution of RI, after accounting for relational exchange quality (REQ), in predicting organizationally-relevant behaviors and attitudes – namely, (1) interpersonal citizenship behaviors (ICBs; person-focused and task-focused), (2) job satisfaction, and (3) affective organizational commitment. Across samples of ‘non-professional’ (N= 152) and ‘professional’ (N= 197) employees, we found that RI (after accounting for REQ) significantly predicted outcomes. Indeed, we found RI to be the only predictor (after accounting for REQ) with affective commitment (‘non-professional’ sample only), person-focused ICBs (both samples), and task-focused ICBs (both samples). We discuss potential approaches for better specifying both identification and exchange as well as their unique and interactive effects within work role-relationships as well as managerial implications, limitations, and future research directions.

How Compassion and Justice Mediate the effect of Ethical Leadership on Interpersonal Citizenship Behavior (OCBI)

While many analysts have directed few investigations on the influence of ethical leadership on the behavior of citizenship, in different contexts, however, not much is known about the moral components make it possible to produce follow-up findings as Organizational Citizenship Behavior(OCBs) for leaders, especially, Interpersonal OCBs (OCBI). For this, we suggested a hypothetical structure, thereby adapting Zoghbi-Manrique-de-Lara and Viera-Armas (2019) model to include Organizational Justice. Therefore, we intend to study the association of Ethical Leadership with OCBI empirically while in the view of various determining factors of Workplace Compassion (i.e. empathic concern, common humanity, mindfulness, and kindness), and Organizational Justice (i.e. procedural justice, distributive justice, and interactional justice) as mediating variables. Empirical validity was recognized; by directing a review utilizing a standardized close-ended questionnaire. Using Confirmatory Factor Analysis (CFA) and Structured Equation Modeling (SEM), information was collected from 350 employees and investigated. Both direct and indirect effect was tested; by using Structural Equation Modeling (SEM) via SmartPLS software. Thus, the results revealed that: except for Common Humanity, ethical leadership remained significantly and positively connected with all factors of Workplace Compassion (Empathic Concern, Mindfulness, and Kindness), as well as with all three-factor of Organizational Justice (Procedural Justice, Distributive Justice, and Interactional Justice. However, ethical leadership seems to hurt the Mindfulness factor. Also, among compassion determinants, only Empathic Concern seems to affect OCBI. Whereas only interactional justice has a significant positive association with OCBI; further, the findings revealed that there is an insignificant mediating effect of workplace compassion and organizational justice in the ethical leadership relationship with OCBI. Hence, the investigation has portrayed significant ramifications for the organizations.

Interpersonal citizenship behaviors: the role of passion for work in helping behaviors towards coworkers

Interpersonal citizenship behaviors: the role of passion for work in helping behaviors towards coworkers

With Age Comes Better Networks: How Age Shapes Networks That Foster Performance

Age has been linked to performance in multiple meta-analytical reviews. However, there is a lack of consensus in the extant literature about the exact nature of this relationship. Moreover, existing literature has not looked upon the above relationship through the process mechanism of workplace instrumental ties. We utilize social network analysis to investigate the instrumental network as a mechanism linking age and task performance plus age and interpersonal citizenship behaviors. More importantly. we study cognitive accuracy in social structure as the boundary condition influencing age-instrumental ties- performance relationships. In a rigorous methodology to investigate the above relationship, we collected multi-wave data from two organizational studies. In Study 1, we collected data from 179 employees at an Indian information technology services organization, and in Study2, we collected data from 829 recruits in a South Korean army boot camp. Our moderated mediation model was supported by combining the two studies. Findings showed that instrumental network size mediated the relationship between age and job performance as well as between age and interpersonal citizenship behaviors. Cognitive accuracy of the social networks moderated the above relationships. Our research contributes to socioemotional selectivity theory and has important managerial implications.

Friendship, Advice and Distant Ties with Leaders and Similarity in Citizenship Behavior

We adopt the view of leadership as a relational phenomenon and draw on social influence theories to investigate whether leaders motivate followers to engage in similar interpersonal citizenship behavior (ICB) as leaders. We argue that employees will demonstrate ICB similar to leaders with whom they have advice and distant ties (when employees consider coworkers to be leaders but do not have direct ties with those leaders), whereas employees will have dissimilar ICB to leaders with whom they have friendship ties. Results of a social network study of 132 employees in the business college of a large southwestern university indicate that employees have similar levels of interpersonal citizenship behavior to leaders with whom they have advice ties and dissimilar levels of interpersonal citizenship behavior to leaders with whom they have friendship ties. We find distant ties with leaders have no effect on interpersonal citizenship behavior. Theoretical and practical implications are discussed.

THE CONSEQUENCES of PERCEPTION of SOCIAL-STATUS-BASED LMX DIFFERNTIATION in DIVERSE WORK GROUPS

This paper proposes the construct of social-status-based LMX differentiation (SS-LMXD) and shows its importance in predicting interpersonal behaviors in diverse teams. Specifically, we hypothesize a model in which relationship conflict mediates the relationship of SS-LMXD with interpersonal deviance and interpersonal citizenship behavior. Using a sample of 734 individuals in 75 teams, we found that individual perception of SS-LMXD was negatively related to interpersonal citizenship behavior and positively related to interpersonal deviance and relationship conflict. Indeed, we show that relationship conflict partially mediated the effect of SS-LMXD on interpersonal deviance. Theoretical implications and directions for future research are explored.

How Followers Navigate Leader Self-Disclosure: Examining Leader Self-Disclosure Depth

Self-disclosure, the act of sharing information about the self to others which can at times entail intimate information, provides disclosers with many advantages such as increased intrinsic reward and feeling closer to recipients. However, previous research on self-disclosure has not taken into account the perspective of recipients who are obligated to reciprocate to the discloser regardless of whether they find the disclosure favorable or not. This unforeseen cost from the recipient perspective is even more accentuated within the workplace where relationships are formed involuntarily based on assignments and hierarchy, and where the pursuit of instrumental goals takes precedence before that of socioemotional goals. Thus, high depth self-disclosure, or self-disclosure with intimate information, may not be an effective relationship behavior within the workplace as currently theorized. In this paper, I theorize on the consequences of leader self-disclosure depth within the workplace, a context where instrumental motives outrank the socio-emotional motives. Drawing from social exchange theory, I posit that a leader disclosing high depth information to a follower influences the follower recipient to experience LMX or role overload as a function of the degree to which the information shared is scarce. Furthermore, I explain how these perceptions motivate interpersonal citizenship behavior and interaction avoidance, respectively. Overall, I establish a distinct recipient-based model of self-disclosure.

Sometimes It's Personal: Differential Outcomes of Person vs. Job at Risk Threats to Job Security.

The current paper expands an under-addressed concept within the job insecurity literature, namely, whether threats to job security are specific to the jobholder (person-at-risk threats) or specific to the job (job-at-risk threats). Using a between-person experimental vignette design, 136 employed participants were asked to imagine themselves in either a Person-at-Risk or a Job-at-Risk scenario. As expected, participants in a person-at-risk scenario indicated more negative reactions to job insecurity, as captured by greater anticipated negative affect and poorer perceived social exchanges and organization-based self-esteem. They also reported reduced intention for interpersonal citizenship behavior and greater intention to engage in one form of impression management compared to individuals in a job-at-risk scenario. We interpret these findings in terms of their implications on individual versus group identity, as well as on well-being and the behavioral consequences of job insecurity.

Does perceived overqualification cultivate angels or demons? Examining its interpersonal outcomes through pride from an evolutionary psychology perspective

AbstractThe current study examines both the positive and negative interpersonal consequences of perceived overqualification (POQ). Building on evolutionary psychology theory and prior research, we clarify the underlying mechanism of pride through which POQ predicts interpersonal behaviors. Specifically, we propose that POQ is positively associated with both authentic pride, leading to increased interpersonal citizenship behaviors, and hubristic pride, leading to increased interpersonal deviant behaviors. Further, we suggest that a willingness to establish positive relationships plays a crucial role in moderating the relationship between pride and interpersonal behaviors. We tested our predictions in two studies using time‐lagged and multisource data. The findings of Study 1, which was based on a sample of 206 university students, supported the basic mediation model for the effects of POQ on interpersonal citizenship and deviant behaviors through authentic and hubristic pride, respectively. The findings of Study 2, which involved the analysis of survey responses from 213 employees, replicated those of Study 1, further revealing that the indirect effect of POQ on interpersonal deviant behaviors via hubristic pride is moderated by employees' willingness to establish positive relationships. The theoretical and practical implications of our findings as well as future research directions are discussed.

The impact of the challenge and hindrance stress on hotel employees interpersonal citizenship behaviors: Psychological capital as a moderator

• Challenge stressors are not associated with frontline employees’ interpersonal citizenship behaviors. • Higher perception of stressors results in less decrease in interpersonal citizenship behaviors when psychological capital is high. • Psychological capital alleviates the negative impact of challenge and hindrance stressors on interpersonal citizenship behaviors. This study investigates the relationships between challenge and hindrance stressors and hotel employees’ interpersonal citizenship behaviors (ICB). The study also tests the moderating role of hotel employees’ psychological capital (PsyCap) on the aforementioned relationships. Data were collected from 213 U.S. hotel frontline employees. The results showed that both challenge and hindrance stress had a negative relationship with ICB. PsyCap was found to moderate both relationships. Implications for hospitality researchers and industry practitioners are discussed along with the limitations and suggested avenues for future research.