The Impact of Perceived Corporate Citizenship on Organizational Cynicism,OCB, and Employee Deviance

This study examines the effects of corporate citizenship at the individual employee level. Four distinct contributions beyond the existing literature are offered. First, the relationship between perceived corporate citizenship (PCC) and employee organizational citizenship behavior (OCB) is further clarified. Second, the negative job behavior of employee deviance is considered as an outcome. Third, the attitude of organizational cynicism is positioned as a mediator of the relationships between PCC and the job related behaviors of OCB and employee deviance. Fourth, we disaggregate the PCC measure and explore its relationships with organizational cynicism, OCB and employee deviance. Findings illustrate that the four separate dimensions of PCC have differential relationships with the outcome variables.     

An Integrative Model Linking Feedback Environment and Organizational Citizenship Behavior

ABSTRACT

Past empirical evidence has suggested that a positive supervisor feedback environment may enhance employees' organizational citizenship behavior (OCB). In this study, we aim to extend previous research by proposing and testing an integrative model that examines the mediating processes underlying the relationship between supervisor feedback environment and employee OCB. Data were collected from 259 subordinate-supervisor dyads across a variety of organizations in Taiwan. We used structural equation modeling to test our hypotheses. The results demonstrated that supervisor feedback environment influenced employees' OCB indirectly through (1) both positive affective-cognition and positive attitude (i.e., person-organization fit and organizational commitment), and (2) both negative affective-cognition and negative attitude (i.e., role stressors and job burnout). Theoretical and practical implications are discussed.     

Organizational Citizenship Behavior,Job Attitudes,and the Psychological Contract

Previous research has shown a positive relationship between job satisfaction and various dimensions of organizational citizenship behavior. These studies, however, have focused almost exclusively on civilian sector organizations. While insight gained from these studies is instructive, it remains to be seen if these relationships also exist in the context of military organizations. The relationships between job satisfaction as well as cynicism (as moderated by psychological contracts) with organizational citizenship behavior (OCB) are explored. Data were collected from military officers (n = 151) attending a 10-month professional military education school. As an improvement over other similar studies, control measures were incorporated to address potential confounds associated with self-reported attitudes. Results showed job satisfaction was a strong predictor of OCB, cynicism was negatively related to the altruism dimension of OCB, and the relationship between cynicism and the altruism dimension of organizational citizenship behavior was moderated such that the relationship was stronger when there were high levels of perceived psychological contract support than when there were low levels of support.     

Effects of Organizational Citizenship Behaviours: Evidence from Production Supervisors

Based on a sample of production workers in a textile firm, supervisory ratings of employee performance were found to be influenced by supervisors' perceptions of employees' organizational citizenship behaviours as well as by employees' objectively measured performance. Regression analysis indicated that supervisory ratings were influenced by two dimensions of organizational citizenship behaviour — conscientiousness and altruism — as well as by objective performance. These three variables explained 53% of the variance in ratings. A third dimension of OCB, sportsmanship, did not affect supervisory ratings.     

Organizational Concern,Prosocial Values,or Impression Management? How Supervisors Attribute Motives to Organizational Citizenship Behavior

Although prior studies have indicated that organizational citizenship behaviors (OCBs) tend to be positively related to supervisory ratings of employee performance, only a few studies have investigated how the motives attributed to OCB (e.g., impression management, prosocial motives, organizational concern) might influence such evaluations. Based on Weiner's (1995 ) attribution model and a study of supervisors in varied industries, we found that attributions regarding employees' motives for engaging in OCB are related to supervisors' emotional reactions to such behavior, which are, in turn, related to ratings of employee performance. Implications of the study for management research and practice are discussed.     

Corporate Citizenship and the Employee: An Organizational Identification Perspective

Social identity theory and the related concept of organizational identification provide a conceptual lens to consider how and why corporate citizenship affects individual employees. The model we develop predicts that employee perceptions of corporate citizenship (PCC) indirectly affect organizational citizenship behavior (OCB) and employee deviance. Results from a sample of working adults demonstrate that PCC directly influences organizational identification, which in turn affects employee behavioral outcomes. Organizational identification was positively related to employee OCBs and negatively related to employee deviance. Furthermore, the strength of influence of organizational identification was greater for organizationally directed OCB and deviance than it was for individually directed OCB and deviance.     

Goal Setting Theory,Job Feedback,and OCB: Lessons From a Longitudinal Study

This study examines the relationships among goal setting, job feedback, and employees' formal and informal performance. We argue that the knowledge gained in the field of goal setting may be useful in understanding organizational citizenship behavior (OCB), beyond formal performance. A longitudinal design based on two points in time (T1, T2) and four research stages (A-D) was developed to test a series of hypotheses among student-employees. 176 participants provided data on goal setting (goal specificity and goal difficulty) and on work attitudes (job satisfaction, organizational justice, job commitment) at T1 (stage A). 23 supervisors provided additional data on formal performance and OCB at T1 (stage B) and at T2 (stage D). Employees were given feedback regarding their formal and informal work performance between T1 and T2 (stage C). The results generally support a positive relationship between goal setting, formal performance, and altruistic OCB at T1 but not at T2. Furthermore, job feedback was related to formal performance and to altruistic and compliance OCB at T2. Implications of these findings are discussed in both the context of goal setting theory and the ongoing study of OCB.     

Social network ties and organizational citizenship behavior: evidence of a curvilinear relationship

ABSTRACT

We examine the relationships between employee friendship and advice network centrality and organizational citizenship behavior (OCB). Using social exchange theory as a basis, we argue that centrality within the workplace friendship network will be positively and linearly related to employee OCB. Further, we draw on conservation of resources theory and role theory to predict a curvilinear (inverse U) relationship between employees’ advice network centrality and OCB such that employees will engage in higher levels of OCB at moderate levels of advice centrality than at low and high levels. We test the theoretical model in an academic setting (using other reports of network ties and employee ratings of OCB) and a US-based organization (using other reports of network ties and supervisor ratings of OCB). The results support the idea of a curvilinear relationship between advice network centrality and OCB in both studies and a linear relationship between friendship centrality and OCB in Study 2. Practical implications and directions for future research are addressed.     

Organizational career growth and subsequent voice behavior: The role of affective commitment and gender

Although research has established a connection between career growth and turnover intentions, there continues to be a need to study how employee career growth contributes positively to organizations. In the present research, we studied in particular how employees' organizational career growth is related to voice behavior. Employing theories of social exchange, organization-based self-esteem, and psychological attachment, we developed six hypotheses pertinent to this relationship, including the mediating role of affective organizational commitment and the moderating effect of gender. We tested our hypotheses using data from 328 employees in Mainland China over three time periods. As we hypothesized, we found positive relationships between the three dimensions of organizational career growth and subsequent voice behavior. Our results also verified that these relationships are partially mediated by affective organizational commitment and partially moderated by gender.     

The Role of Job Challenge and Organizational Identification in Enhancing Creative Behavior among Employees in the Workplace

Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees' creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work environment and organizational identification in augmenting creative behavior in employees at work. The present study examines the influence of job challenge on employees' creative behavior, arguing that organizational identification plays a mediating role in this relationship. The results show that organizational identification mediates the relationship between job challenge and employees' creative behavior.     

Organizational cynicism: bases and consequences

Organizational cynicism is the belief that an organization lacks integrity, which, when coupled with a powerful negative emotional reaction, leads to disparaging and critical behavior. In this article, the author attempts to theoretically clarify the process by which five forms of cynicism develop in the workplace and to empirically relate them to affective outcomes. Societal, employee, and organizational change cynicisms may be attributed to psychological contract violations; work cynicism may be related to burnout; and person-role conflict and personality cynicism may be related to innate hostility. Empirically, personality cynicism emerged as the strongest predictor of organizational cynicism, adversely affecting all of the criteria. Other forms of cynicism had more selective effects. Organizational change cynicism induced job dissatisfaction and alienation, and employee cynicism affected organizational commitment. Societal cynicism actually increased both job satisfaction and commitment. Both personality and work cynicisms were related to organizational citizenship indirectly, through alienation. Theoretical and practical implications are discussed.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

两种社会交换对组织公民行为的影响: 组织认同和自尊需要的不同作用

从社会交换理论的角度探讨了组织支持感(POS)和组织外在声望感知(PEP)对组织公民行为的影响, 以及在这一影响过程中组织认同和自尊需要的角色和地位。采用结构方程建模和层次回归分析的方法, 通过对23家企业的员工和主管的配对问卷调查所获取的234份有效数据进行分析, 结果表明: (1)POS对组织认同有着直接的显著影响, 并完全通过组织认同的中介作用对两种组织公民行为(注重个体的和注重组织的组织公民行为)产生间接的影响; (2)PEP对组织认同也有着直接的显著影响, 并完全通过组织认同的中介作用对两种组织公民行为产生间接的影响; (3)个体的自尊需要对POS和组织认同的关系有调节作用, 但对PEP和组织认同的关系没有调节作用。     

服务业员工个人-组织匹配对组织公民行为的影响：有调节的中介模型

根据社会交换理论和人与情境互动理论,研究探讨了个人-组织匹配对员工组织公民行为的影响机制。通过对12家餐饮连锁店225位员工进行的问卷调查,结果表明：个人-组织匹配正向预测组织公民行为,员工工作敬业度在两者关系中起中介作用;此外,分别作为情境因素和个体因素的主管支持、员工主动性人格对个人-组织匹配与组织公民行为之间的关系具有调节作用。主管支持的程度越高,个人-组织匹配与组织公民行为的正向关系更强;而对于高主动性人格的员工,个人-组织匹配与组织公民行为之间的正向关系反而更弱。     

Work-family Conflict,Work-family Culture,and Organizational Citizenship Behavior Among Teachers

Two hundred three teachers completed measures of work-family culture, work-family conflict, organizational commitment, job satisfaction, and organizational citizenship behavior (OCB). Pearson correlations indicated that OCB was related negatively to work-family conflict, and positively to work-family culture, job satisfaction, and organizational commitment. Hierarchical regression analyses indicated that work-family culture predicts work-family conflict, and that various forms of work-family conflict predict OCB. Analyses also showed that work-family culture predicts both organizational commitment and OCB, and that organizational commitment does not mediate the relationship between work-family culture and OCB. The findings support the importance for schools to foster a positive work-family culture.     

Work Values and Organizational Citizenship Behaviors: Values That Work for Employees and Organizations

This study examines the question: Why would an employee engage in work that enhances organizational performance but is not necessarily recognized or rewarded by his or her employer? This study suggests that this question can be answered in part by the degree to which an employee endorses the Protestant work ethic (PWE). The relationship between the PWE and organizational citizenship behaviors (OCB) is analyzed using two separate survey data samples. Findings support a positive and significant relationship between OCB and two dimensions of the PWE, hard work and independence.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

教师组织公平感与组织公民行为:工作倦怠的中介作用

采用问卷调查法,检验教师组织公平感与组织公民行为之间关系以及教师工作倦怠在二者之间的作用。通过对来自重庆和湖南郴州共32所中小学1325名教师的调查数据进行层次回归分析、中介效应检验和优势分析,结果显示:学校组织程序公平是教师组织公民行为的显著正向预测变量;教师工作倦怠是教师组织公民行为的显著负向预测变量;教师工作倦怠在教师组织公平感与其组织公民行为关系之间有显著的中介作用,其中热情枯竭和成就丧失的中介效应更为显著。     

Citizenship and Withdrawal in the Workplace: Relationship Between Organizational Citizenship Behavior,Intention to Leave Current Job and Intention to Leave the Organization

ABSTRACT

This study investigates the relationship between organizational citizenship behavior (OCB) and employee intention to leave the organization and current job using a sample of French employees. A survey was sent to 1,200 alumni of a business school in France. Participation in the study was voluntary. The participants were 355 working adults with French citizenship. This paper provides several interesting findings. While no relationship was found between altruism and intention to leave both the organization and the current job, sportsmanship, civic virtue and helping others emerged as the strongest predictors of intention to leave the organization and intention to leave the current job. Results are discussed.     

Organizational citizenship behavior and social loafing: the role of personality, motives, and contextual factors

The present study integrates the literature on social loafing and organizational citizenship behavior (OCB). The authors examined the roles of personality, motives, and contextual factors in influencing the work behaviors of OCB and social loafing. In a sample of 341 individuals working in project groups, with data collected over 3 time periods, the authors found that conscientiousness was negatively related to social loafing. They also found the known positive relation of OCB with conscientiousness. Felt responsibility was negatively related to social loafing. The authors found no significant relations between social loafing and OCB motives.