Organizational Citizenship Behavior Motives Research Articles

Transformational Leadership and Organizational Citizenship Behavior Motives in Teachers: A Reaction

Transformational Leadership and Organizational Citizenship Behavior Motives in Teachers: A Reaction

Driving the Extra Mile in the Gig Economy: The Motivational Foundations of Gig Worker Citizenship

The emergence of gig work (e.g., freelancing, rideshare driving, food and parcel delivery, travel nursing, virtual assistantship) and the gig economy challenges organizational researchers to consider how they should revise traditional theories of work behavior to consider the dynamics of new work arrangements. As a prime example that is central to this review, organizational citizenship behavior (OCB) is a form of job performance whereby motives stem from the quality of work relationships with direct supervisors, coworkers, and other organizational agents. However, gig workers experience very different work relationships and may perform OCB for different reasons (if at all). In this review, we address the question of how OCB theory should evolve to be relevant to gig workers. We summarize traditional motives for OCB performance and review current research describing and classifying gig work. We conclude by ( a) identifying gig worker citizenship (GWC) as a form of citizenship behavior that better fits the reality of gig work and ( b) offering a revised model of how OCB motives may help predict GWC performance.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

Organizational Citizenship Behavior Motives and Thriving at Work: The Mediating Role of Citizenship Fatigue

Employees can affect the sustainability of organizations, yet the different effects of employee organizational citizenship behavior motives on employee thriving at work, as elements of organization sustainability, are not clear. Based on self-determination theory and conservation of resource theory, this study examined whether organizational concern motives and impression management motives behind employees’ organizational citizenship behaviors are differently associated with their citizenship fatigue and their subsequent thriving at work, and whether task performance moderates these relationships. Results from a multi-wave and multisource study using a sample of 349 employees show that organizational concern motives had a positive indirect effect on thriving at work through reducing employees’ citizenship fatigue, while impression management motives will undermine thriving at work through inducing citizenship fatigue. This study further found that task performance strengthened the positive relationship between impression management motives and citizenship fatigue. The theoretical and practical implications of these findings are discussed.

Examining OCB Motive Profiles and Links to the “Dark Side” of OCB in Working Adults

Although motivation is an important component of organizational behavior, work on the underlying motives of organizational citizenship behavior (OCB) has produced inconsistent and limited findings ...

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.

LMX and Attributions of Organizational Citizenship Behavior Motives: When is Citizenship Perceived as Brownnosing?

This study tests the potential negative impact of leader-member exchange (LMX) quality on perceptions of followers’ motives to perform organizational citizenship behavior (OCB). Based on the OCB motives introduced and tested by Rioux and Penner (Journal of Applied Psychology, 86, 1306–1314, 2001), structural equation modeling using matched-pair data from follower-leader-coworker triads was used to test a model proposed by (Bowler, Halbesleben, and Paul Human Resource Management Review, 20, 309–316 2010) of the double-bind faced by those in low- or high-quality LMX relationships. Followers have their OCB motives attributed to positive pro-social values and organizational concern motives or, alternatively to, negative impression management motives based solely on the point of view of the observer. The first double-bind occurs in that third-party observers attribute the OCB performance motives of followers in high-quality LMX relationships to impression management motives. This puts high LMX followers in a double-bind in that while performing OCB is encouraged and positive, such behavior is seen as self-serving by coworkers. This can lead to followers being labeled as brownnosers by coworkers, among other descriptors. The second double-bind occurs when employees in low-quality LMX relationships have their OCB attributed negatively by their leader. This makes it difficult for employees to develop LMX with their leader. We discuss the implications of the study and outcomes for future research on LMX and OCB motives along with recommendations for practitioners for handling the potential dark side of LMX relationships.

Is the Road to the Dark Side paved with Good Intent?: A pattern approach to OCB motives and OCB

The purpose of the present effort was to explore profiles of organizational citizenship behavior (OCB) and the motives driving such behavior via a pattern- oriented approach. Additionally, the relationships between patterns of OCB motives and counterproductive work behavior (CWB) and work-family conflict (WFC) were examined in an attempt to elucidate further the possible “dark side” of OCB. Latent profile analyses revealed distinct profiles of OCB motives (i.e., actively disengaged, pragmatic, altruistic, self-serving, and pressured) and OCB (i.e., non-citizen, well-rounded, exemplary citizen, interpersonal, and proactive). Furthermore, the profiles associated with OCB motives mapped onto profiles of OCB, clarifying a link between specific types of OCB and their driving motives. Finally, associations between OCB motives and CWB and WFC were also revealed, bolstering growing work connecting OCB to negative outcomes. Implications for both theory and practice are discussed.

A Conceptual Model of Organizational Citizenship Behavior Motives

Organizational citizenship behavior (OCB) creates social capital in the organization and facilitates organizational success. While much is known about the antecedents of OCB, little is known about the motives underlying OCB. This limits our understanding on why employees engage in OCB, and our ability to promote OCB. To address this, I present a theoretical model that explains how self-identity levels (collective, relational, and individual) predict different OCB motives (organizational concern, prosocial, and impression management) among employees. I argue that the collective identity leads to an organizational concern motive, which in turn predicts a preference for and greater engagement in OCB-Organizational (OCBO), while relational identity creates a prosocial motive that predicts a preference for and greater engagement in OCB-Interpersonal (OCBI). Next, I propose temporal orientation as a first-stage moderator between individual self-identity and impression management motive, where employees high on ...

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.

Underlying Motives of Organizational Citizenship Behavior

This study examined organizational citizenship behavior (OCB) from a motivational perspective by investigating two underlying motives of employee OCB: egoism and altruism. Drawing on Batson’s theory of motivation, employee felt obligation and altruistic concern were explored as underlying motives for citizenship behavior directed toward the organization (OCBO) and supervisor (OCBS). A model of the antecedents and outcomes of these motives was tested with a sample of 164 employee–supervisor dyads. Interestingly, in a structural equation model representing meditational effects, altruistic concern but not felt obligation predicted OCBO, while felt obligation but not altruistic concern predicted OCBS. Altruistic concern fully mediated the relation between person–organization fit and OCBO and between perceived organizational support and OCBO. Felt obligation partially mediated the relationship between leader–member exchange and OCBS. Implications of the results for practice and future OCB motive research are discussed.

조직시민행동(OCB)의 수행동기: Q방법론의 적용

OCB(organizational citizenship behavior) is a employee behavior that goes above and beyond the call of duty, that is discretionary and not explicitly recognized by the employing organization`s formal reward system, and that contributes to organizational effectiveness. In a word, OCB has great potential as a organizational slack. As such, researchers have been showing great interest in the antecedents of OCB, and as a result, now we can meet so many antecedents of OCB from individual level variables to group or organizational level variables that are said to be important in explaining OCB. Additionally each of these variables is known to have its own sound logic and statistically significant effect on OCB. However the results of these studies are so fragmented that researchers have a great difficulty in drawing some meaningful or coherent conclusions. In this context, we try to applicate Q-methodology to find more coherent way of explaining the motives of OCB, and briefly speaking, we find four types of the motives of OCB, that is norm-based, instrumentality-based, trait-based, and avoidance-based type. Among these the last avoidance-based type is especially interesting, because we can`t find any remarks on this type in the previous studies. The paper ends with suggestions for future research directions. We expect that these suggestions could be a foundation on which more developed and coherent OCB theories stand. We don`t see this approach supplanting earlier efforts; rather we believe this can offer more detailed explanation in addition to those provided by other approaches.

Performance appraisal process and organizational citizenship behavior

PurposeThe purpose of this study is to examine how performance appraisal process is associated with organizational citizenship behavior, under the light of social exchange theory and impression management theory, using affective commitment as a mediator and rating‐reward linkage as a moderator.Design/methodology/approachUsing a multi‐source sample (n=777), the authors examined the mediating role of affective commitment with structural equation modeling and Sobel tests, and the moderating role of rating‐reward linkage with ordinary least squares (OLS) regression models.FindingsThe relationship between performance appraisal process and organizational citizenship behavior was partially mediated by affective commitment, and perceived rating‐reward linkage strengthened the direct association between appraisal process and organizational citizenship behavior whereas it weakened the relationship between appraisal process and affective commitment.Originality/valueThe study adds to knowledge of how performance appraisal process relates to organizational citizenship behavior – through affective commitment. Further, the moderating role of rating‐reward linkage deepens understanding of the underlying motives of organizational citizenship behavior. The findings strengthen the valence of using social exchange theory to explain how performance appraisal process is associated with organizational citizenship behavior and suggest the value of incorporating impression management to supplement social exchange theory.

Comparing Motives of Organizational Citizenship Behavior between Academic Staffs’ Universities and Teller Staffs’ Banks in Indonesia

This paper discussed the disparity on the state of motives of organizational citizenship behavior betweenacademic staff in Indonesian Universities and teller staff in Indonesian Banks. It has been argued that individualbonding on organizational citizenship behavior is essential for organizational effectiveness and performance.Total useable questionnaires were 1340 with a response rate of 67 percent from both universities and banks. Theresults revealed that motives of organizational citizenship behavior among bank teller staff at the Indonesianbanks were higher than university academic staff at Indonesian universities. This study implies to the policymakers and leaders at both banks and universities to consider enhancing staffs’ motivation as the missionthrough ranking organizational citizenship behavior as the one priority performance appraisal of staffs. Futurestudy should consider alternative modes of enquires such as employing the longitudinal method of datacollection design and a nationwide survey covering samples from the whole population of other typesinstitutions, manufacturing and services in Indonesia that would be more significant in making generalizations.

If you're close with the leader, you must be a brownnose: The role of leader–member relationships in follower, leader, and coworker attributions of organizational citizenship behavior motives

Although scholars have recognized that organizational citizenship behavior (OCB) can be attributed to either self-serving or other-serving motives, little research has addressed the conditions under which different observers will make positive versus negative attributions for OCB. We draw on leader-member exchange (LMX) and attribution theories to propose that high-quality LMX relationships are associated with positive attributions of OCB motives by the follower and the leader but negative attributions of OCB motives by coworkers. We theorize that while high-quality LMX relationships are associated with attributions of pro-social and organizational concern motives by the follower and the leader, coworkers view OCB performed by those in high-quality LMX relationships as driven by impression management motives. We discuss implications for theory and research on OCB and LMX.

Machiavellians’ Motives in Organizational Citizenship Behavior

This study investigated the relationship between Machiavellianism, a predisposition toward manipulative behavior, and organizational citizenship behavior (OCB), defined by being helpful, cooperative, and conscientious. Given past findings that Machiavellians seek opportunities for impression management to obtain personal benefit, we hypothesized that the negative association between Machiavellianism and organizational citizenship behaviors toward the organization (OCBO) is stronger than the negative association between Machiavellianism and organizational citizenship behaviors toward individuals or groups (OCBI). Additionally, we hypothesized that Machiavellianism is associated with the OCB motive of impression management, but negatively associated with the OCB motives of organizational concern and prosocial values. Participants were 606 working adults (as well as their supervisors and co-workers) from various organizations in the U.S. South and West. Results generally confirmed the predicted relationships, which were consistent across supervisor and co-worker perceptions as well. Theoretical and practical implications of the findings are discussed.