Revisiting the Origins of the Typical-Maximum Performance Distinction

Data were collected from a sample of 262 Korean employees to (a) examine personality correlates of Organizational Citizenship Behaviors (OCBs) motivated by “good soldier” (i.e., prosocial values and organizational concern) and “good actor” (i.e., impression management [IM]) motives and (b) investigate how these OCB motives influenced actual coworker ratings of OCB. Personality variables were measured using the six-dimensional model of personality known as the HEXACO model. As hypothesized, (low) Honesty–Humility is the primary personality dimension underlying IM motivated OCB. Further, Conscientiousness positively related to OCB driven by each of the three motives. Agreeableness, Emotionality, and Openness to Experience also demonstrated relationships with the OCB motives. Second, OCBs for the organizational concern and IM motives, but not for the prosocial values motive, were positively associated with coworker ratings of OCB.     

The causes of organizational citizenship behavior: a motivational analysis.

This study addressed the role of motives in organizational citizenship behavior (OCB). Three motives were identified through factor analyses: prosocial values, organizational concern, and impression management. Scales that measured these motives and other variables known to covary with OCB were administered to 141 municipal employees and were correlated with self-, peer, and supervisor ratings of 5 aspects of OCB. Relative to the other motives, prosocial values motives were most strongly associated with OCB directed at individuals, and organizational concern motives were most strongly associated with OCB directed toward the organization. Each of the motives accounted for unique amounts of variance in OCB. The results suggest that motives may play an important role in OCB.     

Individualist and collectivist norms: when it's ok to go your own way

We conducted two studies to investigate the influence of group norms endorsing individualism and collectivism on the evaluations of group members who display individualist or collectivist behaviour. It was reasoned that, overall, collectivist behaviour benefits the group and would be evaluated more positively than would individualist behaviour. However, it was further predicted that this preference would be attenuated by the specific content of the group norm. Namely, when norms prescribed individualism, we expected that preferences for collectivist behaviour over individualist behaviour would be attenuated, as individualist behaviour would, paradoxically, represent normative behaviour. These predictions were supported across two studies in which we manipulated norms of individualism and collectivism in an organizational role‐play. Furthermore, in Study 2, we found evidence for the role of group identification in moderating the effects of norms. The results are discussed with reference to social identity theory and cross‐cultural work on individualism and collectivism. Copyright © 2002 John Wiley & Sons, Ltd.     

The relationship between multiple commitments and organizational citizenship behavior in Arab and Jewish culture

This study examined the relation between multiple commitments (organizational commitment, occupational commitment, job involvement, and group commitment), ethnicity, and cultural values (individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity) with organizational citizenship behaviors (OCB) and in-role performance. Two ethnic groups of Israeli teachers, Jews and Arabs, were examined. Of the 880 questionnaires that were distributed in 18 schools in northern Israel, 569 usable questionnaires were returned, a response rate of 65%. The findings showed substantial differences between the two groups in the four cultural dimensions and in two commitment forms. Ethnicity and the four cultural values related strongly to in-role performance and organizational OCB. The results showed 16 significant interactions of multiple commitments with ethnicity and with cultural dimensions in relation to OCB and in-role performance. Implications of the findings for research on commitment and culture are discussed.     

Looking good or doing good? Motivations for organisational citizenship behaviour in Turkish versus South Korean collectivists

The purpose of this article is to explore potential motivations to perform organisational citizenship behaviour (OCB) in collectivistic Turkish and South Korean societies. Although collectivism has been proposed as a predictor of OCB, previous research has not fully explored the possibility that collectivistic individuals' OCB may result from their self‐oriented motives (i.e. social desirability concerns) or their future‐oriented motives (i.e. long‐term orientation concerns). We predicted that OCB stems from social desirability concerns among Turkish collectivists, meaning it is used for maintaining a positive image within the organisation. However, for South Korean collectivists, we predicted that OCB stems from their long‐term orientation concerns, meaning it is used to make the organisation better. The results were in line with our predictions, and the findings are discussed in terms of their implications for firms in collectivistic societies.     

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.     

The effect of cultural orientation and leadership style on self‐ versus other‐oriented organizational citizenship behaviour in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part‐time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self‐oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self‐ versus other‐oriented OCB in Turkey and the Netherlands.     

Why and when do motives matter? An integrative model of motives,role cognitions,and social support as predictors of OCB

We extend prior thinking about citizenship behavior by integrating employee motives, social support, and role cognitions as predictors of organizational citizenship behavior (OCB). Drawing on trait activation and situated self theories, we provide insights into why and when motives predict OCB using multi-source data from two field samples. In Study 1, we demonstrate that the quality of social support functions as a boundary condition that qualifies relations of motives with OCB. In Study 2, we introduce role cognitions as a proximal motivational factor that mediates the motives by social support interactions with OCB. Our results support the hypothesized moderated mediated model and enhance understanding of OCB by integrating the OCB motive and role cognition literatures, which to date have developed separately. As our results demonstrate, role cognitions, which are domain-specific felt obligations to perform OCB, mediate relations of more distal predispositions to perform OCB with helping and voice citizenship behaviors.     

Some Possible Antecedents of Military Personnel Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) describes actions in which employees are willing to go above and beyond their prescribed role requirements. Little or no attention has been paid to the OCB from military perspective. The purpose of this article is to investigate job satisfaction, organizational commitment, organizational justice, and trust in supervisor as the potential antecedents of OCB in a military setting. The research hypotheses are tested using sample data collected from 301 military personnel. The proposed antecedents were positively related to OCB. Yet, hierarchical regression analysis reveals that job satisfaction, organizational commitment, and trust in supervisor account for unique variances in OCB of the military personnel. Implications for the theory and practice of OCB are discussed, limitations of the study are discussed, and future research directions offered.     

Organizational Citizenship Behaviors and Organizational Effectiveness: Examining Relationships in Taiwanese Banks

Organizational citizenship behaviors (OCBs) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Theory suggests and recent research supports the notion that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non-United States samples. The present study examined relationships between OCB and indicators of organizational effectiveness—employee-level customer-service behavior; and unit-level measures of profit, efficiency, and customer perceptions of service quality—for bank branches in Taiwan. The results suggest significant relationships between OCB and a number of the indicators of effectiveness. Implications and limitations of these results are discussed.     

理解个人主义要正本清源——兼与黄显中同志商榷

个人主义作为资本主义社会的主流意识形态 ,有其深刻的现实根源 ,并不是理性发展的结果。市民社会与个人主义之间并没有必然联系。个人主义与集体主义存在根本的冲突。为了巩固集体主义在公民道德建设的主导地位 ,我们必须全面地认识个人主义。     

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.     

The Measurement of Organizational Citizenship Behavior: Are We Assuming Too Much?

Organizational citizenship behavior (OCB) is assessed by measuring how frequently employees display extra-role and discretionary behaviors. One hundred forty-four managerial employees responded to an OCB scale and indicated the number of behaviors on the scale they believed to be formally evaluated. None of the behaviors were believed to be unevaluated by all employees. Data suggest that a typical OCB scale is not measuring citizenship behaviors for everybody, and that OCB measurement needs refinement. Best prediction of other organizational variables was obtained when both the OCB and an index of "unevaluated" behaviors were used as predictors. Supervisor fairness interacted with OCB when predicting organizational commitment, and this interaction was contingent on the extent OCBs were believed to be unevaluated.     

Empirical Evaluation of Dimensionality of Organizational Citizenship Behavior for Indian Business Context

Knowledge about dimensionality of Organizational Citizenship Behavior (OCB) is essential for conducting any future research on the construct. The present study explores the suitability of OCB conceptualization developed by Organ (1988) in Indian business context. Confirmatory Factor Analysis (CFA) was performed to test the dimensionality of the 5-factor OCB conceptualization. Based on the results of CFA alternate conceptualizations were explored. A three factor conceptualization consisting of ??organization-orientation??, ??punctuality?? and ??individual-orientation?? factors showed excellent fit with data. Concurrent validity of factors was tested with organizational justice, organizational identification and job tenure. ??Organization-orientation?? and ??individual-orientation?? emerged as significant dimensions of OCB. Implications for theory and practice are discussed.     

Dimensions of Acculturation and Work Hope in International Students

Work hope is an emerging and important factor in the career development process of international students. In this study, the authors focused on the work hope of international students and examined its relation to dimensions of acculturation (i.e., dominant society immersion, ethnic identity, ethnic society immersion, individualism, and collectivism). A total of 340 international students completed an online survey. Results of a correlation analysis revealed associations in the expected directions. Multivariate regression analysis revealed that horizontal collectivism, horizontal individualism, and vertical collectivism had a significant and unique contribution in explaining work hope. Implications and recommendations for future research are discussed.     

Local/foreign status,cultural background,and organizational citizenship behaviour: A study among foreign and local workers in The Netherlands

A study in Singapore (Ang et al., 2003 Ang, S., van Dyne, L. and Begley, T. M. 2003. The employment relationship of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24: 561–583. [Crossref], [Web of Science ®] , [Google Scholar]) found that foreign employees displayed a lower tendency to engage in Organizational Citizenship Behaviour (OCB) than their local counterparts. The explanation was that foreign employees often experience their employment relation as more disadvantageous. The present study attempted to investigate possible differences in OCB between foreign and local workers in The Netherlands. In addition, it aimed to ascertain what role the cultural dimension of “individualism–collectivism” plays in this connection. Contrasting the expectations, the foreign employees reported a higher propensity to pursue OCB than local workers. The difference in behaviour could not be explained by cultural differences. It was argued that economic and personal motives of foreign workers might have affected the self-reports of their organizational behaviour.     

Relation of Individualism–Collectivism and Ethnic Identity to Spiritual Transcendence Among European Americans,Asian Indian Americans,and Chinese Americans

The hypothesis that spirituality is influenced by individualism–collectivism and ethnic identity is investigated among European Americans (EAs), Asian Indian Americans (AIAs), and Chinese Americans (CAs) who completed measures of individualism–collectivism, ethnic identity, personality, and spiritual transcendence (ST). Data analyses indicated that EAs scored higher than both AIAs and CAs on the ST. Separate regression analyses on ST with demographics and personality as covariates and individualism–collectivism and ethnic identity as independent variables indicated that collectivism significantly predicted ST for EAs and AIAs, and resolution of ethnic identity significantly predicted ST for Chinese Americans.     

Psychological contract breach and outcomes: Combining meta-analysis and structural equation models

In this study, meta-analytic procedures were used to examine the relationships between psychological contract perceived breach and certain outcome variables, such as organizational commitment, job satisfaction and organizational citizenship behaviours (OCB). Our review of the literature generated 41 independent samples in which perceived breach was used as a predictor of these personal and organizational outcomes. A medium effect size (ES) for desirable outcomes (job satisfaction, organizational commitment, organizational trust, OCB and performance) was obtained (r=-.35). For undesirable outcomes (neglect in role duties and intention to leave), ES were also medium (r=.31). When comparing attitudinal (job satisfaction, organizational commitment, organizational trust) and behavioural outcomes (OCB, neglect in role duties and performance), a stronger ES was found for attitudinal (r=-.24) than for behavioural outcomes (r=-.11). Potential moderator variables were examined, and it was found that they explained only a percentage of variability of primary studies. Structural equation analysis of the pooled meta-analytical correlation matrix indicated that the relationships of perceived breach with satisfaction, OCB, intention to leave and performance are fully mediated by organizational trust and commitment. Results are discussed in order to suggest theoretical and empirical implications.     

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.     

Cooperation, competition and goal interdependence in work teams: a multilevel approach

The aim of this research was to predict cooperative and competitive conflict management styles in 26 new start-up work teams (time 1), and after one year of functioning (time 2) in an automotive company. Vertical-horizontal, individualism-collectivism cultural patterns were used as predictive variables. It was predicted that goal interdependence would moderate the relationship between cultural patterns and conflict management styles. Because of the hierarchically nested data structure, a Multilevel Analysis approach was used. Horizontal and vertical collectivism increased cooperation, and horizontal and vertical individualism increased competition. Only when work teams had been functioning for a year, goal interdependence increased cooperation and interaction effects between goal interdependence and vertical types of individualism and collectivism were observed. Implications for team-building as organizational transformational strategies are discussed.