Impact of Organizational Citizenship Behavior on Performance in Women's Sport Teams

The current study examined the relationship between organizational citizenship behavior and sport team performance and the moderating role of task interdependence in that relationship. Two types of collegiate teams—softball (N = 25) and tennis (N = 15)—were utilized to represent different levels of task interdependence with softball being considered more interdependent than tennis. Athletes (N = 448) answered survey questions concerning organizational citizenship behavior (helping, civic virtue, sportsmanship [due to the historic use of the term “sportmanship” in developing the measures used in this study, that term will be used instead of “sportpersonship”]), team cohesiveness, athlete satisfaction, and transformational leadership behaviors. Researchers collected performance statistics for athletes. Results indicated that helping behavior was the strongest organizational citizenship behavior predictor of performance, but the effect differed between tennis and softball teams.     

The relationship of age to ten dimensions of job performance

Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.     

The Relationship Among Emotional Intelligence,Task Performance,and Organizational Citizenship Behaviors

Theory suggests that individuals who are high in emotional intelligence are likely to exhibit a higher level of performance outcomes. However, research acknowledges the need to further establish the connection between emotional intelligence and work outcomes. We address this call by empirically examining the relationship between emotional intelligence and two aspects of work outcomes (task performance and two forms of organizational citizenship behaviors, altruism and compliance). Emotional intelligence was assessed by Schutte et al.'s (1998) self-report measure of emotional intelligence, whereas work outcomes were assessed by the employees' supervisors. The findings show positive relationships between emotional intelligence and employees' work outcomes.     

A contingency model of conflict and team effectiveness

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.     

Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ?.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.     

Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions.     

In the heat of the moment: On the effect of state neuroticism on task performance

The aim of this study was to further shed light on the relationship between neuroticism and performance by taking into account the situation-specific experience of neuroticism when undertaking cognitive tasks. A total of 121 high-performing professionals completed a state measure of neuroticism before solving a complex cognitive task. Indicators of trait neuroticism and fluid intelligence were also collected. Analyses revealed a curvilinear effect of state neuroticism on task performance suggesting that moderate levels of neuroticism experienced in a given situation are most effective for cognitive performance. This effect remained unchanged when controlled for trait neuroticism and fluid intelligence. Findings support the importance of better understanding experiential effects of personality on task performance.     

Differential Effects of Task Performance,Organizational Citizenship Behavior,and Job Complexity on Voluntary Turnover

Purpose

The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance.

Design/Methodology/Approach

Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782).

Findings

Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs.

Implications

Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs.

Originality/Value

Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship.

     

Self-doubt: Uncertainty as a motivating factor on effort in an exercise endurance task

ObjectivesResearch on the relationship between self-efficacy beliefs and subsequent performance on a task has typically supported a positive linear model. However, these results typically excluded a moderate level of self-efficacy as an independent variable nor used quadratic regression analyses to test for a curvilinear relationship. There are reasons to believe that a more accurate relationship between self-efficacy and performance is curvilinear (i.e., that some self-doubt of self-efficacy may predict optimal effort) under certain circumstances.DesignThe current study examined this relationship with the muscular endurance task of a plank exercise.MethodsSeventy-five participants participated in two trials of the exercise. Self-efficacy was recorded prior to each trial and performance in the plank exercise was used as an indicator of motivational effort.ResultsThere was a significant curvilinear relationship between efficacy and performance on the first trial and a significant linear relationship between the two on the second trial. Further analyses showed that individuals who substantially over or underestimated their abilities on the first trial did not significantly alter their effort on the second trial.ConclusionsThe current study provides some support for the possibility that some self-doubt can be a motivating factor for individuals to exert maximal effort when initially attempting an exercise endurance task.     

工作越轨行为的结构与组织公民行为的关系：一项实证检验

新近出现的绩效结构理论认为员工绩效包括角色内行为、组织公民行为和工作越轨行为三种类型。然而在后两种行为的关系上,当前研究者还未达成一致意见。文章综合采用三种方式证实了组织公民行为和工作越轨行为是两种完全不同的行为类型,而不是一种行为的两种性质不同的表现,从而为三维绩效模型的合理性提供了间接支持。在此基础上,研究还证实了工作越轨行为中两种成分（组织越轨和人际越轨）的不同。文章最后对研究结果进行了讨论,并指出了未来研究方向。     

Too much of a good thing: curvilinear relationships between personality traits and job performance

The relationships between personality traits and performance are often assumed to be linear. This assumption has been challenged conceptually and empirically, but results to date have been inconclusive. In the current study, we took a theory-driven approach in systematically addressing this issue. Results based on two different samples generally supported our expectations of the curvilinear relationships between personality traits, including Conscientiousness and Emotional Stability, and job performance dimensions, including task performance, organizational citizenship behavior, and counterproductive work behaviors. We also hypothesized and found that job complexity moderated the curvilinear personality–performance relationships such that the inflection points after which the relationships disappear were lower for low-complexity jobs than they were for high-complexity jobs. This finding suggests that high levels of the two personality traits examined are more beneficial for performance in high- than low-complexity jobs. We conclude by discussing the implications of these findings for the use of personality in personnel selection.     

The influence of Ratee Gender on Ratings of Organizational Citizenship Behavior1

Two studies were conducted to examine discrepancies in the evaluation of men and women regarding the performance of organizational citizenship behavior (OCB). In Study 1, base‐rate differences in the perceived frequency and value of citizenship behaviors performed by males and females were investigated. A gender by job type interaction was found indicating that women were perceived to engage in OCB more frequently than were men in gender‐neutral and male‐typed jobs. No gender differences were found regarding the value associated with citizenship behaviors. In Study 2, undergraduates rated videotaped male and female instructors who exhibited different levels of OCB. Results revealed a gender by OCB interaction such that more accurate behavioral observations were made when observing males exhibiting OCB and females exhibiting no OCB than when observing males who did not exhibit OCB and females who did exhibit OCB. No gender by OCB interactions were found with regard to ratings of overall performance evaluation or reward recommendations.     

Organizational Citizenship Behaviors: Achievement Orientation and Personality

The current study investigated the effects of personality variables as antecedents in predicting Organizational Citizenship Behaviors (OCBs), with the covenantal relationship as a mediating variable. 284 retail sales employees were administered 4 personality tests, a composite measure of the covenantal relationship, and a measure of citizenship behavior. Value for achievement, agreeableness, and conscientiousness predicted five types of organizational citizenship. Extraversion was not predictive across all citizenship behaviors. Implications for the relationship between personality and citizenship are discussed.     

Personality Traits That Predict Academic Citizenship Behavior

The association between personality and organizational citizenship behaviors is rarely examined in student populations. The present research tested the hypothesis that conscientiousness, agreeableness, and neuroticism predict unique variance in academic citizenship attitudes. In the first study, 270 college students completed an online questionnaire assessing their personality and academic citizenship attitudes. The results confirmed the hypothesis. In Study 2, we also tested the hypothesis that academic citizenship attitudes mediate the association between personality and citizenship behavior. Participants (n = 50) completed the online questionnaire. At a later session, they were asked to engage in an extra‐role helping behavior after completing the assigned task. The results showed that general conscientiousness was associated with citizenship behavior, but academic conscientiousness attitudes mediated this association.     

The impact of feedback frequency on learning and task performance: Challenging the “more is better” assumption

Previous research on feedback frequency suggests that more frequent feedback improves learning and task performance (Salmoni, Schmidt, & Walter, 1984). Drawing from resource allocation theory (Kanfer & Ackerman, 1989), we challenge the “more is better” assumption and propose that frequent feedback can overwhelm an individual’s cognitive resource capacity, thus reducing task effort and producing an inverted-U relationship with learning and performance over time. We then propose that positive and negative affective states will moderate the inverted-U relationship between feedback frequency and task performance. We test these propositions in an experimental study where the frequency of task feedback is manipulated. Results show that feedback frequency exhibits an inverted-U relationship with task performance, and this relationship is mediated by task effort. This curvilinear relationship is then moderated by individual’s positive affective state.     

Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model

Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.     

Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries

Although ideological messages are thought to inspire employee performance, research has shown mixed results. Typically, ideological messages are delivered by leaders, but employees may be suspicious of ulterior motives—leaders may merely be seeking to inspire higher performance. As such, we propose that these messages are often more effective when outsourced to a more neutral third party—the beneficiaries of employees’ work. In Study 1, a field quasi-experiment with fundraisers, ideological messages from a beneficiary—but not from two leaders—increased performance. In Study 2, a laboratory experiment with an editing task, participants achieved higher task and citizenship performance when an ideological message was delivered by a speaker portrayed as a beneficiary vs. a leader, mediated by suspicion. In Study 3, a laboratory experiment with a marketing task, the beneficiary source advantage was contingent on message content: beneficiaries motivated higher task and citizenship performance than leaders with prosocial messages but not achievement messages.     

The five-factor model of personality traits and organizational citizenship behaviors: a meta-analysis

Using meta-analytic tests based on 87 statistically independent samples, we investigated the relationships between the five-factor model (FFM) of personality traits and organizational citizenship behaviors in both the aggregate and specific forms, including individual-directed, organization-directed, and change-oriented citizenship. We found that Emotional Stability, Extraversion, and Openness/Intellect have incremental validity for citizenship over and above Conscientiousness and Agreeableness, 2 well-established FFM predictors of citizenship. In addition, FFM personality traits predict citizenship over and above job satisfaction. Finally, we compared the effect sizes obtained in the current meta-analysis with the comparable effect sizes predicting task performance from previous meta-analyses. As a result, we found that Conscientiousness, Emotional Stability, and Extraversion have similar magnitudes of relationships with citizenship and task performance, whereas Openness and Agreeableness have stronger relationships with citizenship than with task performance. This lends some support to the idea that personality traits are (slightly) more important determinants of citizenship than of task performance. We conclude with proposed directions for future research on the relationships between FFM personality traits and specific forms of citizenship, based on the current findings.     

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.     

Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates’ Citizenship and Taking Charge

Drawing on substitutes for leadership theory, we revisit an often taken‐for‐granted assumption that transformational leadership is a universally positive management practice by examining subordinate‐based aspects attenuating the relationship between transformational leadership and followers’ citizenship and taking charge. Using data collected from 196 followers and their leaders situated in 55 workgroups in 2 Chinese organizations, we found that followers’ citizenship and taking charge were not influenced by transformational leadership when followers perceived leaders as prototypical and were highly identified with their workgroups. Furthermore, following a differential pattern for citizenship and taking charge, followers’ traditionality weakened the relationship with citizenship, whereas followers’ learning goal orientation attenuated the relationship with taking charge. Introducing contingencies and specifying their underlying logic broadens the current theoretical spectrum for both substitutes for leadership and transformational leadership.