Types Of Organizational Citizenship Behavior Research Articles

Synthesizing the affinity between employees' internal‐external CSR perceptions and work outcomes: A meta‐analytic investigation

AbstractThis paper contains a meta‐analytic review of 140 research articles and 320 effect sizes to explore how employees' perceptions of internal and external corporate social responsibility (CSR) activities influence an array of work outcomes at three levels (emotional, attitudinal, and behavioral). We aim to discover the underlying psychological and methodological factors affecting this linkage. This study reveals that CSR is more strongly connected with employees' psychological‐emotional reactions (i.e., organizational trust and pride) and work attitude (i.e., organizational commitment) rather than work behavior (i.e., organizational citizenship behavior). Although each type of CSR's association with four work outcomes is positive and significant, wide variance exists in effect sizes reported across studies, warranting a search for substantive moderators. Meta‐regression and subgroup analyses indicate the moderating effects of specific study‐level attributes viz. CSR typology, type of organizational commitment, source & type of organizational citizenship behavior, study design, and other contextual factors. It is found that the CSR‐to‐employee outcome relationship significantly contrasts across industries, regions, and cultures. This paper enriches the extant micro‐CSR literature by emphasizing that CSR can cultivate positive employee sentiments, work attitudes, and behaviors, provided CSR is embedded and integrated innately with sustainable human resource management and core business processes while rising above legal requirements and egocentric motives. Important implications for theorists and managers and potential avenues for future research are conferred in this paper.

Perceived Organizational Support, Coworkers’ Conflict and Organizational Citizenship Behavior: The Mediation Role of Work-Family Conflict

The aim of the present study is to investigate the extent to which perceived organizational support and coworkers’ conflict and work-family conflict play a role in the performance of three types of organizational citizenship behaviors. A cross-sectional design was used comprising a sample of 164 health support workers working in Portuguese elderly care facilities. Using structural equation model findings showed that perceived organizational support is linked with organizational citizenship behaviors, directly and indirectly, via work-family conflict. Furthermore, coworkers’ conflict was also related with organizational citizenship behaviors, directly and indirectly via work-family conflict. The linkage between perceived organizational support and coworkers’ conflict through work-family conflict can offer new insights into how to enhance organizational citizenship behaviors by active management. These findings can help elderly care organizations and their managers to design better workplace conditions where organizational support and coworkers’ conflict can be better managed allowing workers to have more control over work-family conflict and promoting organizational citizenship behaviors.

The Relationship Between Employee's Status Perception and Organizational Citizenship Behaviors: A Psychological Path of Work Vitality.

PurposeStudies have shown that status-based rankings exist within almost every human social group and influence most aspects of organizational life. However, few studies have discussed the relationship between employees’ status and organizational citizenship behaviors (OCBs). Based on social cognitive theory, this paper explores the relationship between employees’ status perception and two types of OCBs: challenging and affiliative, as well as the mechanism underlying this relationship by introducing work vitality as the mediator and dominance motivation as the moderator.MethodsWe collected the empirical data from different enterprises located in major cities in China following a two-stage sampling procedure. The final sample consists of 330 employees. Hierarchical multiple regression analysis was used to test the hypothesis.ResultsEmployee status perception is positively related to work vitality (b = 0.103, p = 0.027), challenging OCBs (b = 0.160, p < 0.001) and affiliative OCBs (b = 0.105, p = 0.006). Work vitality mediates the relationship between employee status perception and challenging OCBs with 95% bias-corrected confidence intervals [0.004, 0.063], and it also mediates the relationship between employee status perception and affiliative OCBs with 95% bias-corrected confidence intervals [0.004, 0.049]. The interaction of status perception and dominance motivation is significantly related to work vitality (b = 0.121, p = 0.041). Specifically, when dominance motivation is at low level, the effect of status perception on work vitality is −0.008 (non-significant); when dominance motivation is high level, the effect is 0.175 (p = 0.005).ConclusionThe result suggests that employees’ perceptions of status are positively and significantly related to their challenging and affiliative OCBs, and employee’s work vitality mediates this relationship. It further indicates that dominance motivation moderates the relation between status perception and work vitality. Specifically, the positive relationship between employee status perception and work vitality is stronger when an employee has high dominance motivation than low dominance motivation.

Serve perfectly, being happier: A perfectionistic perspective on customer-driven hotel employee citizenship behavior and well-being

This study examines whether and how employee perfectionism influences the mechanism of customer-driven organizational citizenship behavior (OCB) and the later formation of employee well-being. Customer-driven OCB, conceptualized in this study, comprises the dual effects of OCB toward customers (OCB-C) on OCB toward a work organization (OCB-O) and OCB toward coworkers (OCB-I). Drawing on a perfectionistic perspective with the conservation of resources theory (COR), this study proposes that perfectionism leads to customer-driven OCB, which then influences employee work and home well-being. Using multi-phase data collected from hotel employees, results confirm that self-oriented perfectionism improves OCB-C, as well as the positive effects of OCB-C on OCB-O, OCB-I, work well-being, and home well-being. Moreover, OCB-O supports employee work well-being. This study not only demonstrates the importance of service employees’ self-oriented perfectionism in motivating OCB-C but also clarifies the effects of OCB-C on improving other types of OCB and well-being.

Helping in the eyes of the beholder: The impact of OCB type and fluctuation in OCB on coworker perceptions and evaluations of helpful employees

Organizational citizenship behavior (OCB) is often hailed for its positive linkages to individual outcomes and organizational effectiveness. Despite these findings, research on OCB often fails to consider how an individual's past OCB may influence the outcomes stemming from current OCB performance. Such a contextually bland image truncates our understanding of the impact of these behaviors. Furthermore, the theories that drive literature on OCB (e.g., social exchange, expectancy, and conservation of resources) are socially focused. However, there is limited research examining how coworkers' responses to others' OCBs, in light of past OCB performance, may alter the nature of their perceptions and behavioral reactions to changes in OCB. Recent literature on OCB also calls for consolidation of OCB-related typologies, but few efforts test the efficacy of composite frameworks. Accordingly, this effort investigates the impact that fluctuations (increase vs. decreases) in different types of OCB (orientation vs. direction) have on coworker perceptions and responses to OCB performers. This effort also explored the impact that coworker's assumptions regarding another employee's motivations for OCB has on the outcomes that stem from OCB. Limitations, implications, and future directions are discussed.

No obligation? How gender influences the relationship between perceived organizational support and organizational citizenship behavior.

Previous research indicates that perceived organizational support (POS) elicits felt obligation on the part of employees who, in turn, reciprocate by helping the organization through the performance of organizational citizenship behavior (OCB). However, because gender roles dictate that women should be more helpful than men, women may feel more obligated to engage in OCB even when they experience relatively low levels of POS, whereas men may perform OCB only when they experience relatively high levels of POS. In this article, we use social role theory to predict that the relationship between POS and 3 types of OCB will be stronger for men than for women. Our results, using 4 samples of employee-supervisor dyads, support this prediction. Further, in 2 of those samples, we also investigate the possibility that gender moderates the positive POS-felt obligation relationship and the indirect effect of POS on OCB via felt obligation. Taken together, we find evidence of first-stage moderated-mediation. Specifically, the relationship between POS and felt obligation is moderated by gender, such that this relationship is stronger for men than for women (who feel more obligation, even at relatively low levels of POS). Felt obligation mediated the POS-OCB relationship, but only for men. Our findings suggest that men are more likely than women to need POS to feel obligated to make reciprocal organizational exchanges. Implications and future research directions are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Who will go the extra mile? Selecting organizational citizens with a personality-based structured job interview

Employees’ organizational citizenship behaviors (OCB) are important drivers of organizational effectiveness. Yet, there exist no established tools for selecting employees with a propensity to engage in OCB. Given that personality traits describe typical behavioral tendencies and are established OCB predictors, we propose that personality assessment is a useful approach for selecting employees who are likely to exhibit OCB. To test this proposition, we developed a structured job interview measuring the Big Five traits and then compared this interview to a personality self-report measure to determine which method of personality assessment works best for selecting organizational citizens. Employees (N = 223) from various occupations participated in the structured job interview and completed the personality self-report in a simulated selection setting. We then obtained supervisor ratings of employees’ OCB. Results supported the assumption that structured job interviews can be specifically designed to assess the Big Five personality traits and, most importantly, to predict OCB. Interview ratings of specific personality traits differentially predicted different types of OCB (i.e., OCB-compliance, OCB-helping, and OCB-initiative) and explained incremental variance in OCB over and above personality self-reports and verbal cognitive ability. Taken together, these findings expand our knowledge about dispositional predictors of OCBs, personality assessment in selection, and the design of job interviews.

Inspiring good soldiers cross-culturally through the lens of the theory of planned behavior—which works best, norms or behavioral control?

Despite the growing popularity of organizational citizenship behavior (OCB) in hospitality, no significant studies have examined OCB through the lens of the theory of planned behavior (TPB). To address this gap, the present study aimed to examine whether norms (hotels' customer orientation) and perceived behavioral control (empowerment practices) can influence hotel employees' OCB toward internal and external customers, and whether culture can moderate the proposed relationships. A quantitative cross-cultural research design was supported with data collected from hotel employees in Australia and the U.S. The results showed that customer orientation (norm) was a universal predictor for all three types of OCBs while empowerment (perceived behavioral control) was only a significant predictor for employees' OCB toward customers. Culture moderated these relationships. The study extended the application of the TPB framework in understanding and predicting employees’ behaviors, opening up more opportunities for the application of the TPB to hospitality.

You’re Doing Less Good Than You Should: The Impact of Social Misprediction on OCBs

To be effective, organizations must have employees who go above and beyond their contractual obligations, performing extra-role behaviors for each other and their employer (Organ, 1988). With this in mind, many organizations hope to increase the rate of organizational citizenship behaviors (OCBs) — tasks that are not explicitly part of the job, but are critical to improve the performance of the firm and its workers. In the present research, we focus on what gets in the way of OCBs. We focus on a variety of different types of OCBs, from social support to constructive feedback, and a variety of psychological barriers, from fear of social retaliation to avoidance of social awkwardness to underestimating positive affect inspired in others. Across five presentations, we contend that social misprediction is a key driver of why individuals engage in fewer OCBs than might be ideal. People often shy away from giving potentially helpful advice, and Preeti Srinivasan will show that this is in part due to an underestimation of the recipient’s feelings of appreciation and closeness, and an overestimation of how awkward the interaction will be. Giving a compliment to a colleague is a particularly easy prosocial act, and Erica Boothby will contend that one reason individuals may deliver fewer compliments than they might like to is that they misforecast the positive emotional impact of the compliments they consider giving. James Dungan will discuss how individuals provide less social support to others than they could, because they mispredict how much an expression of social support will positively impact another person. Even OCBs that can be a little more critical, such as feedback, seem to suffer from social misprediction. Nicole Abi-Esber will examine why individuals underestimate others’ desire for feedback and, thus, fail to give constructive feedback, thereby hindering those who would benefit from this feedback. Michael White will argue that punishment can be used to foster prosocial norms, yet individuals punish others less than they should because they overestimate the reputational backlash they will face. Taken together, these presentations shed new light on why we perform fewer prosocial acts than we could, and how we can work together to create more prosocial organizational environments. The Unexpected Value of Giving Unsolicited Advice Presenter: Preeti Srinivasan; Stanford GSB Presenter: Jennifer Abel; U. of California, Berkeley Presenter: Frank Flynn; Stanford U. Presenter: Vanessa Bohns; Cornell U. Underestimating the Positive Impact of our Compliments on Others Presenter: Erica Boothby; The Wharton School, U. of Pennsylvania Presenter: Vanessa Bohns; Cornell U. It’s Not My Place: Psychological Barriers to Expressing Support Presenter: James Dungan; U. of Chicago Booth School of business Presenter: David Mauricio Munguia Gomez; U. of Chicago Booth School of business Presenter: Nicholas Epley; U. Of Chicago “Just Letting You Know…” Underestimating Others’ Desire for Constructive Feedback Presenter: Nicole Abi-Esber; Stanford GSB Presenter: Jennifer Abel; U. of California, Berkeley Presenter: Juliana Schroeder; U. of California, Berkeley Good Leaders Punish: Punishers Overestimate the Social and Reputational Costs of Punishment Presenter: Michael White; U. of Chicago Booth School of business Presenter: Emma Levine; U. Of Chicago

Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness

In this study, we extend the nomological network of employee expediency by identifying antecedents of this specific form of unethical behavior in the workplace. We draw on the conservation of resources theory to argue that employee expediency may be the result of employee engagement in individual initiative—a specific type of organizational citizenship behavior, which induces higher levels of burnout and, ultimately, leads to employee engagement in expedient behavior at work. We further argue that the personality trait of conscientiousness serves as a valuable resource that buffers the relationship between employee burnout and expediency, which then conditionally moderates the indirect effect of individual initiative onto employee expediency though the resource depletion process as indicated by employee burnout. Findings from a time-lagged, multisource (i.e., employee—supervisor—spouse triads) field study obtained from numerous organizations within different industries in the United States provide full support for the entire moderated-mediation model. We discuss implications for theory and practice and identify avenues for future research.

Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior

Voice is a risky and more challenging type of organizational citizenship behavior in that it is designed to bring about change. Using conservation of resources and social exchange theories, we investigate relationships between voice, perceptions of organizational politics, and perceived organizational support (POS). We also investigate the mediating role of POS in the politics–voice relationship to determine the extent to which POS can explain this relationship. Lagged survey data from supervisor–employee dyads ( N = 257) were collected 6 weeks apart. Results show that perceptions of organizational politics were negatively related to voice, while POS was positively related to voice. POS had a mediating effect on the relationship between perceptions of organizational politics and voice. Our results underscore the importance of contextual factors in encouraging or prohibiting voice and may help managers and organizations understand how best to encourage this important change-oriented workplace behavior.

Effects of intrinsic motivation on organizational citizenship behaviors of hospitality employees: The mediating roles of reciprocity and organizational commitment

The current study examines the essential role of motivation in workplace settings and the interrelationships among, reciprocity, organizational commitment, and organizational citizenship behavior (OCB). Based on a comprehensive literature review, this study formulates and tests a hypothesized model attempting to understand the interrelationships among three dimensions of motivation (i.e., need for achievement, need for power, and need for affiliation), reciprocity, three dimensions of organizational commitment (i.e., continuous, affective, and normative), and four types of OCB. With data collected from hospitality employees, this research found three intrinsic motivations are critical for nurturing reciprocity which then enhances three aspects of organizational commitment.

Constructive Organizational Values Climate and Organizational Citizenship Behaviors: A Configurational View

The discretionary efforts of employees to go above and beyond illustrated by organizational citizenship behaviors (OCBs) provide an important path to organizational success. Organizational work environment characteristics, notably, organizational climates, serve as fundamental mechanisms for eliciting OCBs. However, existing research on organizational climate and OCBs frequently adopts a variable-centered approach that breaks down climate into individual dimensions. In contrast to past research, our goal is to respond to calls to more fully contextualize organizational climate by offering a configuration of climate attributes. Drawing on a typology of research problematizing, we replace the metaphor of individual dimensions with a metaphor of a climate configuration. To theorize and test the relationship between organizational climate and OCBs, we examine organizational values embodied in the competing values framework through a mesolevel organizational climate perspective. Building on the literature on managing paradox, we propose a constructive organizational values climate configuration, which captures how the different dimensions of the competing values framework coexist and work together. In turn, we propose that constructive organizational values climate predicts three types of OCBs: helping, taking charge, and creative behavior. Furthermore, drawing on regulatory focus theory and on the change-oriented and affiliative roots of OCBs, we offer two distinct mediators that shed light on the underlying processes. We test the proposed theory with data from 737 respondents residing in 166 work units in a wide variety of organizations.

When Good Deeds Hurt: The Potential Costs of Interpersonal Helping and the Moderating Roles of Impression Management and Prosocial Values Motives

Drawing on the conservation of resource theory, the current study builds and tests a moderated-mediation model that explores the potential costs of engaging in interpersonal helping—a common type of organizational citizenship behavior. Specifically, this research argues that interpersonal helping induces emotional exhaustion, which adversely affects task performance. The study also examines impression management and prosocial values motives as conditional moderators among these relationships. Using multisource field data across two time periods, results suggest that an impression management motive is likely to strengthen the proposed relationships, whereas a prosocial values motive is likely to weaken them. Theoretical and practical implications as well as future research avenues are also discussed.

Revisiting the “give and take” in LMX

PurposeDrawing on principles of social exchange and equity theory, the purpose of this paper is to examine the relationship between employee reports of leader-member exchange (LMX) and two types of organizational citizenship behavior (OCB): affiliative and change-oriented OCB. Further, equity sensitivity, a dispositional variable reflecting one’s tendency to “give” or “take” in their interpersonal interactions, was tested as a moderator of these effects.Design/methodology/approachData were collected from a sample of 240 manufacturing employees in China and their respective supervisors. Multilevel analyses were conducted to test the hypothesized effects.FindingsLMX was found to be positively associated with affiliative, but not change-oriented OCB. Equity sensitivity moderated these relationships, such that LMX was positively associated with both types of OCB when employees are benevolent, but not when they are entitled.Research limitations/implicationsGiven the different pattern of relationships that were observed between LMX and affiliative vs change-oriented OCB, the results suggest that LMX may differentially influence these two types of OCB. Future studies should continue to explore the role of dispositional traits in moderating the effects of LMX, including less desirable (“negative”) traits.Originality/valueVery few studies have examined the role of dispositional variables in moderating the effects of LMX. Consistent with principles of the social exchange and equity theory, the results suggest that LMX will only be associated with OCB when employees are benevolent (i.e. they are “givers”), and not when they are entitled (i.e. they are “getters”).

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.

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.

Are Good Citizens Good Transformational Leaders as Well? An Employee-Centric Perspective on Transformational Leadership

Research has demonstrated robust positive relationships between transformational leadership and employee attitudes and behaviors. To date, the preponderance of the literature has been leader-centric and focused on individuals who are already in leader roles. In this article, we adopt an employee-centric perspective and focus on behaviors of professionals who are not in formal leader roles. Specifically, we apply evolutionary theory as a theoretical lens for proposing that those who perform organizational citizenship behaviors (OCBs) will be seen as transformational leaders. We hypothesize linkages between four types of OCBs and four dimensions of transformational leadership. Multi-source field sample results based on more than 1,000 participants provide general support for the predictions. We discuss theoretical and practical implications.

The impact of work design, autonomy support, and strategy on employee outcomes: A differentiated perspective on self-determination at work

Drawing upon self-determination theory, this study tested different types of behavioral regulation as parallel mediators of the association between the job’s motivating potential, autonomy-supportive leadership, and understanding the organization’s strategy, on the one hand, and job satisfaction, turnover intention, and two types of organizational citizenship behaviors (OCB), on the other hand. In particular, intrinsic motivation and identified regulation were contrasted as idiosyncratic motivational processes. Analyses were based on data from 201 employees in the Swiss insurance industry. Results supported both types of self-determined motivation as mediators of specific antecedent-outcome relationships. Identified regulation, for example, particularly mediated the impact of contextual antecedents on both civic virtue and altruism OCB. Overall, controlled types of behavioral regulation showed comparatively weak relations to antecedents or consequences. The unique characteristics of motivational processes and potential explanations for the weak associations of controlled motivation are discussed.

Paying It Forward vs. Rewarding Reputation: Mechanisms of Generalized Reciprocity

Generalized reciprocity is a widely recognized but little studied component of social capital in organizations. We develop a causal model of the multiple mechanisms that sustain generalized reciprocity in an organization, drawing together disparate literatures in the social, organizational, and biological sciences. We conduct the first-ever critical test of two key mechanisms: paying it forward and rewarding reputation. These are fundamentally different grammars of organizing, either of which could sustain a system of generalized reciprocity. In an organization, paying it forward is a type of organizational citizenship behavior (OCB) that occurs when members of an organization help third parties because they themselves were helped. Rewarding reputation is a type of OCB that occurs when peers monitor one another, helping those who help others and refusing to help those who do not. Using behavioral data collected from members of two organizational groups over a three-month period, we found that reputational effects were strongest in the short term but decayed thereafter. Paying it forward had stronger and more lasting effects. Dominant theories assume that rewarding reputation is the main cause of generalized reciprocity, but our analysis demonstrates that generalized reciprocity in an organization occurs for multiple reasons. We use the empirical findings to develop propositions about the mechanisms of generalized reciprocity in organizations and link these to management practices. Our study contributes to social exchange theory, macro-level prosocial behavior, OCB, positive organizational scholarship, and management.