Organizational Citizenship Behavior Literature Research Articles

Inclusive Leadership Fosters Challenge-Oriented Organizational Citizenship Behavior: Mediating role of Inclusive Climate

Employee’s challenge-oriented organizational citizenship behavior (COCB) has gained high potential in the recent era of innovations and amplified competition. Accordingly, to grow and lead the market, firms prefer employees who exhibit creative behavior in workplace. Based on optimal distinctiveness theory (ODT) this study aims to investigate how inclusive leadership (IL) stimulates employee’s challenge-oriented organizational citizenship behavior (COCB) and to determine the mediating role of inclusive climate (IC). To assess the study hypotheses, data were collected from 398 employees working in small size IT firms operating in Pakistan. A cross-sectional survey-type questionnaire was designed and distributed among employees in their natural workplace. Initially using Amos-23, CFA his established the prominence of variables used in this particular study. AMOS-SEM results revealed that IL stimulates COCB in work unit, and IC partially mediates the association between IL and employee’s COCB. This study significantly contributes to both leadership and challenge-oriented organizational citizenship behavior literature, as in the past studies little attention was given to the impact of inclusive leadership to envisage employee’s COCB directly and via mediation of inclusive climate. Moreover, theoretical and managerial implications are also discussed in detail.

When Going Above and Beyond Meets Diversity: Are Service Recoveries Evaluated Based on Inference or Recognition?

Not all recoveries are successful. Previous research mostly focuses on employee service-recovery actions, while limited research examines how customers evaluate the interactions of employees’ diverse appearance features and their performance in service recoveries. To build upon the research gaps, this study examines the two processes of evaluation: inference-based and recognition-based evaluations. To do so, this research examines how service employees’ diversity features (e.g., gender and race) and their organizational citizenship behavior (OCB) performance influence customer evaluations of service recovery. Using a between-subjects experimental research design, the findings contribute to the diversity, service recovery, and OCB literature by adding new evidence on how recognition-based evaluations of employees’ appearances (gender and race) and inference-based evaluations of behaviors (OCB to customers) can affect customer perceptions of employee competence, trustworthiness, and dignity in service recoveries.

Role of Trust and Team Culture in Knowledge Sharing and OCBs among Government Officials

To date, numerous empirical studies have been confirmed the key roles of knowledge sharing and organizational citizenship behaviors (OCBs) toward organizational performance. Thus, this study attempts to investigate determinants of knowledge sharing, and OCBs in government officials, which can improve organizational performance based on voluntary behaviors. Given this purpose of the study, the data collected from a sample of 250 government officials from An Nhon village, Binh Dinh Province, Vietnam. This research adopts a cross-sectional study design and utilizes partial least square – structural equation modeling (PLS-SEM) technique through Smart-PLS software. The findings indicate that trust and team culture are determinants that positively and directly influences knowledge sharing and OCBs. This research contributes to the knowledge sharing and OCBs literature, and provides practical implications for public sectors. Managers should generate practices that help organizations enhance trust and team culture among officials, which lead to higher knowledge sharing and OCBs.

A Conceptual Paper on the Role of Cohesion as a Moderator on the Relationship Between Citizenship Behavior and Withdrawal Behaviour

This paper aims to propose a theoretical framework to study cohesiveness as a moderator for the relationship between organizational citizenship behavior (OCB) and withdrawal behaviours. Group and organizational performance can be influenced by employees’ behaviours, both in-role and extra-role (OCB). Although most studies have examined the factors that contribute to OCB, there are also studies that have proven that OCB also has a positive impact on the performance of individuals, groups and organizations. One of the gaps in the current OCB literature is to study the role of possible moderator variables that can influence the relationship between OCB and criterion variables. This paper is conceptual in nature by trying to develop a framework that connects between OCB and withdrawal behaviour where the moderator is cohesiveness. The central explanation of why the individuals’ level of OCB may influence their withdrawal behaviours can be drawn from the general cognitive consistency theory which suggests that individuals try to align their behaviours, beliefs and attitudes. Employees with high level of OCBs are likely to report lower levels of withdrawal behaviors consistent with the cognitive consistency theory. Additionally, social exchange interactions are likely to be lower where cohesiveness is weaker. An employee may not sense a commitment to reciprocate any forms of OCB exhibited by others in the group. This reasoning reinforces the likelihood that the amount of cohesiveness in work groups will be related to the general amount of OCB shown by group members.

Industry as Contexts or Theory? A Systematic and Meta-Analysis of Status and Directions of Organizational Citizenship Behaviors in Hospitality

Owing to the service-oriented nature of hospitality organizations, organizational citizenship behavior (OCB) has drawn increasing attention from hospitality researchers over the last two decades. Taking a systematic and meta-analytical approach, this study presents a comprehensive picture of the status, conceptual and measurement frameworks, fundamental theories, method, antecedents, consequences, and meta-analytical relationships among popular variables. In addition, the study points out research gaps and future directions for hospitality OCB research, drawing on comparison with mainstream OCB literature. In particular, there is a need for more holistic, reliable, and validated OCB frameworks and measures for different hospitality contexts; a need for research on the consequences of OCB at the level of customers, coworkers, and employees; and more rigorous research methodologies. The findings further suggest that the unique characteristics of hospitality organizations not only provide meaningful contexts but also broaden and deepen the scope of OCB theories.

Embedding corporate sustainability: An empirical analysis of the antecedents of organization citizenship behavior

AbstractThe relation between organizational citizenship behavior (OCB) and the performance of both safety and environmental management systems has led researchers to investigate the drivers of safety‐specific and environmental‐oriented OCB. However, although the management of environmental and safety issues is often fully integrated into organizational and managerial practice, a holistic perspective of the drivers of health, safety, and environmental (HSE)‐oriented OCB is still lacking. Thus, the aim of the present study is to investigate the antecedents of HSE‐related OCB (OCBHSE). Drawing on both the OCB and sustainability literature, data from 135 manager–direct report dyads collected from eight large Italian companies are analyzed, to assess the effect of both situation‐related antecedents (i.e., organizational ambidexterity and leadership style) and person‐related antecedents (i.e., prosocial values) on prosocial and proactive OCBHSE. Organizational ambidexterity emerges as a direct situation‐related antecedent of both prosocial and proactive OCBHSE, whereas management by exception and passive leadership have a negative effect on the OCBHSE in direct reports. Surprisingly, transformational and contingent reward leadership styles do not emerge as significant drivers of OCBHSE. In terms of person‐related antecedents, the results highlight that prosocial values in direct reports significantly influence prosocial but not proactive OCBHSE. Finally, as OCBHSE is conceptualized in the study as a dimension that is complementary to formal HSE management structures, our findings can contribute to the general organizational effort to improve HSE performance.

Impact of employees’ job, organizational and technology fit on engagement and organizational citizenship behavior

论员工职业 组织 和科技合适度对员工参与和组织公民行为的影响摘要研究目的本论文旨在检验三种人-环境（PE）合适度维度（即人-工作 人-组织 人-科技）对员工参与和以服务为本的组织公民行为（OCB）维度（如忠诚度 服务传递 和参与）的影响。研究设计/方法/途径研究采样通过线上和线下问卷, 样本包括与顾客接触的在美国度假村式酒店工作的员工。样本数量为290份。研究分析方法包括验证性分子分析和结构方程模型。研究结果研究结果表明三种 PE 合适度维度对员工参与有积极影响。研究结果还表明三种PE合适度维度通过员工参与变量对三种 OCB 的维度有显著影响, 除了 PT 与参与之间的关系外。PT 合适度只对参与有显著直接影响。研究原创性/价值本论文对目前有关PE合适度 员工参与 和OCB文献有着显著贡献, 其增添了PT合适度, 还检验了三种PE合适度维度对服务为本OCB通过员工参与变量的间接影响。本论文推荐酒店业相关企业应该制定政策和方针来提高员工PE合适度, 因为 PE 合适度是服务为本OCB变量的关键维度。关键词：人-环境合适度 人-工作合适度, 人-组织合适度 人-科技合适度 员工参与 以服务为本的组织公民行为（OCB）纸张类型研究论文

Linking flight attendants’ job crafting and OCB from a JD-R perspective: A daily analysis of the mediation of job resources and demands

This study aims to examine the mediating effect of increasing job resources and challenge job demands on the relationship between flight attendants’ daily job crafting and daily organizational citizenship behavior (OCB). Drawing on the job demands-resources model, we proposed that daily task, relational, and cognitive crafting would be positively associated with daily OCB by increasing job resources and challenge job demands. To test this proposition, we collected daily diaries from 50 Korean flight attendants for ten consecutive working days and conducted multilevel modeling and a bootstrapping analysis. Findings showed that daily task, relational, and cognitive crafting were positively related to daily OCB though the mediating process of increasing job resources and challenge job demands. Our post-hoc analysis revealed that the proposed mediating model was more viable than the alternative causal model. These findings offer novel insight for job crafting and OCB literature.

High-quality relationships as antecedents of OCB: roles of identity freedom and gender

PurposeThe purpose of this paper is to expand the criterion domain of organizational citizenship behaviors (OCBs), by examining the relationship between high-quality relationships (HQRs) and OCBs, with identity freedom as a mediator. In addition, the study also tries to highlight the role of gender as a moderator, whereby female (vs male) employees deferentially evaluate the importance of HQRs while engaging in OCBs.Design/methodology/approachThe authors conducted survey research by collecting data from 160 working adults and performed both basic mediation and mediated-moderated regression analysis with bootstrapping to determine the authors’ findings.FindingsResults of the study establish HQRs as important antecedents of employee citizenship behaviors, clarify the role of identity freedom as an important underlying psychological mechanism that mediates the relationship between HQRs and OCBs and position gender as an important boundary condition in the relationship between HQR and identity freedom, whereby female employees are more likely to enjoy identity freedom in the presence of HQRs, as opposed to males.Research limitations/implicationsThe present study illustrates the importance of HQRs and identity freedom as precursors of OCBs and in doing so expands the nomological net of OCBs, especially with respect to the antecedents of OCBs. The study also expands the scope of social identity theory by highlighting, in addition to social identity, the importance of identity expression.Practical implicationsThis study provides guidance to organizational practitioners to focus on building HQRs at work as HQRs, by making employees feel safe, pave the way for OCBs. In addition, the study also highlights the importance of gender as a moderator, whereby employees with different gender affiliations react differently to organizational contexts.Originality/valueVery little research has examined the relationship between HQRs and OCB. Antecedents of OCBs have been grouped into four categories: individual (or employee) characteristics, task characteristics, organizational characteristics and leadership behaviors. Clearly, the role played by the quality of interpersonal relationships in fostering OCBs has not been fully examined. By highlighting HQRs and identity freedom as antecedents of OCBs, the study informs the OCB literature by introducing interpersonal-relational and attitudinal elements as criterions of OCBs.

Theoretical and empirical evidence of behavioral and production line factors that influence helping behavior

AbstractA poorly motivated workforce can have a negative impact on the productivity of production lines and firm performance. One factor that can counter the effects of poorly performing workers is if stronger colleagues step in and assist them. Leveraging theory from the organizational citizenship behavior literature, this study examines how behavioral and production line factors influence individuals to help team members in a production line experiment. Study findings are that perceptions of social loafing and material‐handling ambiguity influence team helping behavior. Empirical evidence also suggests that perceptions of social loafing mediate the relationship of team altruism on helping behavior. Post hoc analyses are conducted to further explore how the behavioral and production factors influence helping behavior. Strategies for promoting volitional helping behavior are discussed.

Beyond exchange and prosocial motives, is altruistic helping a valid motive for organizational citizenship behavior?

PurposeThe argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization.Design/methodology/approachThe data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China.FindingsData from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China.Research limitations/implicationsThis is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context.Practical implicationsPractitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives.Social implicationsThis research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization.Originality/valueThis study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

Many Hands Lighter Work? Deciphering the Relationship between Adverse Working Conditions and Organization Citizenship Behaviours in Small and Medium‐sized Enterprises during a Severe Economic Crisis

AbstractWhat is the relationship between adverse working conditions and employees’ organizational citizenship behaviour (OCB) in small and medium‐sized enterprises (SMEs) operating under a severe economic crisis? To address this question, a survey of 312 front‐line workers was undertaken in 62 Greek SMEs − an instrumental setting where the current deterioration of working conditions is acute. Our contribution is twofold. First, we develop and test a scale for measuring adverse working conditions. Second, we decipher the extent to which such conditions relate to organizational and individual aspects of OCB, considering job satisfaction's mediating role. Through this research we extend the OCB literature within the context of SMEs operating under severe economic crisis and highlight the implications for managing human resources in SMEs, a sector conspicuous for its socio‐economic significance and its vulnerability during economic downturns.

Time and Resources Processes Associated with Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) continues to be one of the cornerstone constructs tied to organizational behavior and human resources. Indeed, both affiliative (e.g., helping) and challenging (e.g., voice) forms of citizenship are generally viewed favorably by managers and are associated with employee and organizational performance improvements. Critically, in recent years, two trends have emerged within this literature: a deeper consideration of time-based processes (i.e., how OCB unfolds over time) and an emphasis on resource-based processes (i.e., whether OCB is beneficial or depleting to employees). Although work in these areas has been fruitful, the relative newness of these trends leaves many questions still unanswered. In this symposium, we further the discussion surrounding time and resource-based processes in OCB by highlighting four papers that tackle issues associated with time utilizing various methodological approaches (e.g., longitudinal, episodic, event-based research designs), in addition to addressing how OCB both affects, and is affected by, an individual's personal and organizational resources. Overall, this symposium furthers the ongoing conversation in the OCB literature and provides a timely research agenda for the future.

Bridging Service Employees’ Perceptions of CSR and Organizational Citizenship Behavior: The Moderated Mediation Effects of Personal Traits

This study aims to examine how service employees’ perceptions of corporate social responsibility (CSR) affect their organizational citizenship behavior (OCB) at work and its mediated link through organizational identification. Another important purpose of this study is to see whether personal traits such as gender, age, and work experience moderate the relationship between the CSR perceptions of service employees and organizational identification. Using a sample of 250 frontline service employees at four five-star hotels in South Korea and employing a mediation model by way of structural equation modeling, we estimated the moderating effect of three personal traits - gender, age, and work experience - on the relationship between CSR perceptions of service employees and organizational identification. The CSR perceptions of service employees increase their organizational identification, which ultimately increases OCB. Moreover, organizational identification partially mediates the relationship between the CSR perceptions of service employees and OCB. Furthermore, the results of our study show that the positive relationship between the CSR perceptions of service employees and organizational identification are moderated by gender, age and work experience. Our study extends research in both the CSR and the OCB literature since we attempt to bridge the macro concept of CSR with the micro concept of OCB.

Antecedents of Organizational Citizenship Behaviors: Examining the Incremental Validity of Self-Interest and Prosocial Motives

Although research has established that self-interest and prosocial motives between benefactors and recipients increases organizational citizenship behaviors (OCBs), less is known about the extent to which these motives explain variance in OCBs. As such, the purpose of the current research is to examine self-interest and prosocial motives in relation to other antecedents examined in extant OCB literature. The results from this study demonstrate that both self-interest and prosocial motives explain additional variance in OCBs beyond employees’ affective reactions and work environment perceptions. Implications for theory and practice are also discussed.

Working Extra Hours in the Australian Public Service: Organizational Drivers and Consequences

Why do government employees work long hours, and what are the consequences? Although there is generally little scope for extra pay in return for extra hours in the Australian Public Service (APS), a significant proportion of its employees work long hours. This study draws from the organizational citizenship behavior literature in an attempt to understand why APS employees work extra hours. It uses the 2015 APS Employee Census to examine the APS employees’ patterns of working hours and the links between working extra hours and three outcomes: job performance, personal well-being, and intention to leave one’s agency. Several organizational factors are found to be positively associated with working extra hours. Many who work extra hours also believe that their job performance is high, but they report poor well-being and are thinking of leaving their agency.

The mediating role of job satisfaction in the relationship of vertical trust and distributed leadership in health care context

PurposeThis study aims at investigating the effect of vertical trust on distributed leadership (DL) and performance as mediated by job satisfaction, and further to observe the role of DL in carrying out the effect of satisfaction on employees’ performance.Design/methodology/approachAs grounded in the organizational citizenship behavior (OCB) literature, the author proposes that employees’ participation in DL should be viewed as an extra role behavior, as leadership functions are not directly related to their job description. The study uses large-scale survey data from a study in one of Denmark’s largest public hospitals (N= 1,439).FindingsThe results of structural equation modelling (SEM) analysis showed that job satisfaction mediates the relationship between vertical trust and DL, and DL had a positive impact on job performance. Furthermore, the results showed that job satisfaction had a positive impact on DL and employees’ performance. Moreover, DL has positively affected employees’ performance, and it carries the impact of job satisfaction on performance.Research limitations/implicationsThe study showed that trust and job satisfaction are important triggers of DL. Furthermore, results are interesting because literature so far has shown an insignificant relationship between satisfaction and performance. Here, the author establishes that the satisfaction–performance relationship is mediated by DL. The findings should motivate health care organizations to introduce structures and educate formal leaders so that DL can be enabled.Originality/valueThis should be the first study that relates trust and DL in an empirical manner. As grounded in the OCB literature, results also showed the significance of job satisfaction as a mediator variable.

Employment status and employee service-oriented organizational citizenship behaviour

Purpose– The purpose of this paper is to examine the effect of employment status on service-oriented organizational citizenship behavior (OCB) of customer contact employees. The authors also investigate the mediating roles of internal mobility opportunity and job insecurity in the relationship between employment status and service-oriented OCB.Design/methodology/approach– A survey methodology was used and data were collected from a dyad-sample of 270 employees and their supervisors of one retail and one banking companies in Taiwan. Product-of-coefficients approach and bootstrapping were used to test the multiple mediating model.Findings– The results demonstrate that temporary employment related negatively to service-oriented OCB. Moreover, both internal mobility opportunity and job insecurity mediated the employment status – service-oriented OCB linkage.Research limitations/implications– This study has three limitations. First, this study examined only fixed-term direct-hire temporary employees. Future research should explore voluntary job behaviors of different categories of temporary employment to confirm the results of the present study. Second, this study examined internal mobility opportunity and job insecurity as two mediators. Other alternative avenues may exist by which employment status may lead to service-oriented OCB. Future research may explore additional possible mediators. Finally, the participants of this study were selected by the human resource departments of the participating companies. This option could have introduced selection bias in this study.Practical implications– This study suggests that management should be aware of why temporary customer contact employees have lower levels of service-oriented OCB. As service-oriented OCB may be vital for organizational success in the service context, management must consider the benefits and costs when hiring temporary employees. Moreover, management can motivate temporary employees to display higher service-oriented OCB by shaping their expectations of internal mobility possibilities, or reducing temporary employees’ perception of job insecurity to enhance their service-oriented OCB.Originality/value– This study makes two contributions. First, this study extends the effect of employment status in the OCB literature by investigating the relationship between employment status and service-oriented OCB for customer contact employees. The results of the present study lend support for the partial exclusion theory to predict that socially excluded group (i.e. temporary employees) tends to be less engaged in service-oriented OCB. Second, this study contributes to the literature by investigating two important links (i.e. internal mobility opportunity and job insecurity) to explain why temporary employment may lead to lower service-oriented OCB.

A qualitative study of the relationship between the Scottish Medicines Consortium and their clinical experts.

Internationally, health technology assessments (HTAs) are ubiquitous drivers to health policy. Within Scotland, the Scottish Medicines Consortium undertakes the medicine review process. Input from clinical experts, involved in frontline care, is an integral component of the assessment process. This paper explores the relationship between the clinical experts and the HTA agency within Scotland to better understand what motivates expert clinicians to devote their time to the medicine review process with no remuneration. Twenty-seven clinical experts from 16 different clinical specialties took part in one-to-one interviews at their place of work between October 2011 and March 2012. Data analysis was inductive and comprised the organization of data into a framework and a subsequent thematic analysis. Three distinct themes were identified: (1) recruitment, which identified two types of explanations for the experts' appointment: external justification (nominated by another) and internal justification (being recognized as an expert); (2) flexibility of the procedures, with experts able to determine their own response style and negotiate timelines; (3) health care systems, demonstrating that their affiliation to the health system underpinned the relationship and their motivation to be clinical experts. The findings of this study provide insight into the elements important to clinicians who voluntarily contribute to HTA processes. Examination of these elements in the context of the organizational citizenship behavior literature provides a foundation on which to improve understanding of this relationship and sustain and improve clinical expert participation in an increasingly intensified clinical environment and within cash-limited HTA systems.

How salespeople see organizational citizenship behaviors: an exploratory study using the laddering technique

Purpose – The purpose of this paper is to more thoroughly investigate the role of organizational citizenship behaviors (OCBs) in sales force settings and the reason why salespeople should practice OCBs. In fact, in spite of the huge body of literature on OCBs and their impact on performance, some important knowledge gaps still remain to be filled. Inconsistent and unexpected findings are particularly apparent in the relatively few studies investigating OCBs in sales forces. The authors argue that some specific characteristics of the selling job and related tasks make the analysis of the practice of these behaviors in the sales context particularly interesting. Design/methodology/approach – The authors explore which OCBs salespeople engage in, and analyze the perceived consequences of such behaviors using means-end theory and the laddering technique. They apply means-end theory and the laddering technique to interview a sample of salespersons from three companies operating in different business-to-business settings. Findings – The end result of the empirical analysis is the hierarchical value map showing a set of linkages among OCBs and their perceived consequences. In the perceptions of salespeople, OCBs play a strong utilitarian role in that they facilitate personal goal attainment. In salespeople’s minds, there are no relevant trade-offs between OCBs and task-performance as long as the former can be used to improve the latter. For salespeople, the path from OCBs to performance may vary, depending on whether the performance in question is organizational, individual or customer-focused. Finally, some OCBs apparently contribute to creating customer trust in the salesperson. Research limitations/implications – The findings add some interesting insights to the discussion regarding some controversies in OCBs literature, especially the interplay of contextual performance and task performance. Practical implications – Various types of OCBs can be encouraged through different managerial interventions. As an example, altruism can be fostered by appropriate recruiting criteria (e.g. using “attitude toward teamwork” as a key personnel selection factor), and by training initiatives and leadership style. Altruism can also be stimulated by an adequately designed organizational structure (e.g. team-based) as well as by adopting appropriate integration mechanisms that facilitate interpersonal and interfunctional cooperation. Sales managers can foster some OCBs by promoting knowledge sharing and reciprocal learning among members of the sales team, and by emphasizing the positive consequences of OCBs in all communication with salespeople. Originality/value – Findings from this study challenge some widespread assumptions about OCBs in general. In fact, most of the literature holds that OCBs are an example of prosocial behaviors. Actually, the findings suggest that in the specific case of salespeople, OCBs are ultimately self-directed, for the most part.