Altruistic organizational citizenship behavior: context, disposition, and age

The authors proposed employee age as moderating the structural stability of altruistic organizational citizenship behavior (OCB) with regard to the influence of context-relevant attitudes and dispositional variables. Analyses of peer ratings of altruistic OCB in a sample of 96 U.S. nurses showed that the contextual variables of job satisfaction, organizational commitment, and trust in management were germane for the younger participants. The dispositional variable of moral judgment was a unique predictor of altruistic OCB among the older participants.     

A Structural Equation Model of the Effects of Negative Affectivity,Leader-Member Exchange,and Perceived Job Mobility on In-role and Extra-role Performance: A Chinese Case

In this paper, we contrast the effects of leader-member exchange (LMX) with the effects of perceived job mobility on in-role performance and organizational citizenship behavior (OCB). We further model negative affectivity as the antecedent of both LMX and perceived job mobility and suggest that LMX and perceived job mobility mediated the relationship between negative affectivity and performance. We obtained matching data from supervisor and subordinates in a major battery manufacturing company in southern China. Subordinates provided the negative affectivity, perceived job mobility, and LMX assessment, and their immediate supervisors provided the in-role performance and OCB assessment. Results from a structural equation analysis show that both LMX and perceived job mobility predicted OCB. Instead of being a direct antecedent of OCB, the relationship between negative affectivity and OCB is found to be mediated by LMX and perceived job mobility. Theoretical implications of the results are discussed.     

Relationships of role stressors with organizational citizenship behavior: a meta-analysis

Several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, we found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB.     

Temporary Employees as Good Citizens: Factors Influencing Their OCB Performance

Companies utilizing contingent workers face a dilemma between the need to employ a flexible (i.e., low fixed-cost) work force and the need to employ a work force providing performance above and beyond the call of duty. One potential solution to this dilemma is to determine ways to promote the commitment and high performance of temporary employees. To that end, we conducted a study examining factors influencing organizational citizenship behavior (OCB) performance in temporary employees. Our results support or partially support hypotheses proposing that 1) job attitudes held by the temporary employee about the client organization were related to OCB performance in the client organization, 2) job attitudes held by the temporary employee about the staffing agency were related to OCB performance in the client organization, and 3) the employee's motivation for taking an assignment is related to OCB performance. Implications for enhancing OCB performance in temporary employees are discussed.     

An integrative model linking feedback environment and organizational citizenship behavior

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.     

The mediating role of affective commitment in the relation of the feedback environment to work outcomes

The Feedback Environment, as opposed to the formal performance appraisal process, is comprised of the daily interactions between members of an organization (Steelman, Levy, & Snell, in press). Relations between the feedback environment and work outcome variables such as Organizational Citizenship Behavior (OCB) were examined through the mediating effects of affective commitment. Results indicate that affective commitment mediates the relation between the feedback environment and organizational citizenship behavior, and this mediated relation is stronger for OCBs directed at individuals than directed at the organization as a whole. Conclusions and implications are discussed.     

Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance

The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. The proposed mediational model was supported with empirical results from 150 subordinate-supervisor dyads sampled across a variety of organizations. Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.     

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.     

Mastery approach and performance approach: the differential prediction of organizational citizenship behavior and workplace deviance,beyond HEXACO personality

Goal orientation has become one of the most studied motivational constructs in the psychology literature. However, in organizational contexts, the research focus to date has largely centered on the relationship between goal orientation and task performance—neglecting the valuable contribution of non-task work behaviors, such as workplace deviance and organizational citizenship behavior (OCB) to organization functioning. In this paper, we addressed this gap in the literature by investigating the differential prediction of performance approach and mastery approach goal orientation on workplace deviance and OCB, beyond personality correlates. We hypothesize that performance approach orientation is positively associated with workplace deviance and mastery approach orientation is positively associated with OCB. A sample of employed participants (n = 114) provided self-reports of goal orientation, workplace deviance, OCB and personality. Additionally, participants nominated a well-acquainted peer to provide peer-reports of their personalities. When controlling for personality, performance approach orientation positively predicted workplace deviance whereas mastery approach orientation positively predicted organizational citizenship behavior. This study is the first to our knowledge to explore the relationships between goal orientation and non-task work behaviors and to show that goal orientation adds to the understanding of workplace deviance and OCB, beyond personality. Practical implications and directions for future research are discussed.     

A META-ANALTTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.     

Contributions of a supportive work environment to parents' well-being and orientation to work

Examined the joint and unique contributions of informal social support in the workplace and formal, family-responsive benefits and policies provided by employers to the job-related attitudes and personal well-being of employed parents with a young child. Eighty married men, 169 married women, and 72 single women with a preschool child completed a survey concerning social support from co-workers and supervisor, utilization of family-responsive benefits and policies, readiness to leave the employer for additional benefits, job satisfaction, organizational commitment, role strain, and health symptoms. Among the findings: (a) Fathers and mothers expressed equal levels of job satisfaction and organizational commitment, but mothers reported more role strain and health symptoms; (b) nearly 48% of married women's organizational commitment was accounted for by measures of support in the workplace; (c) informal social support at work was significantly more important to men's well-being than that of women; and (d) formal, family-responsive policies appeared more consequential for the prediction of women's role strain, perhaps because of women's greater responsibility for adjusting work life to meet the demands of family roles.     

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.     

SATISFACTION, CITIZENSHIP BEHAVIORS, AND PERFORMANCE IN WORK UNITS: A META-ANALYSIS OF COLLECTIVE CONSTRUCT RELATIONS

This paper offers theoretical development clarifying the structure and function of collective job satisfaction and uses meta-analytic methods ( k  = 73) to examine the satisfaction–performance relationship when both constructs are construed at the work unit level. Overall, our results suggest that the relationship between unit-level job satisfaction and unit-level performance is significant (ρ= .34). Specifically, significant relationships were found between unit-level job satisfaction and unit-level criteria, including productivity, customer satisfaction, withdrawal, and organizational citizenship behaviors (OCB). Furthermore, the satisfaction-performance relationship was moderated by the strength of unit consensus, performance criteria, industry type, and whether the sample was U.S. based. Although these moderators were identified, collective satisfaction positively predicted performance across all levels of moderators. In addition, results indicate that unit-level OCB has a moderately strong relationship with unit-level performance. Only limited support was found for the notion that OCB is a route through which satisfaction has an impact on performance. We elaborate on these findings and attempt to provide a more clear direction for future research in this area.     

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.     

心理资本对员工的工作绩效、组织承诺及组织公民行为的影响

通过对198对直接领导和员工的实证研究,探讨了心理资本及希望、乐观和坚韧性三种积极心理状态与员工的工作绩效、组织承诺和组织公民行为之间的关系。结果表明：在控制了性别和年龄两个人口统计学变量的效应后,员工的希望、乐观和坚韧性三种积极心理状态,都对他们的工作绩效、组织承诺和组织公民行为有积极影响;员工的希望、乐观和坚韧性三者合并而成的心理资本,对他们的工作绩效、组织承诺和组织公民行为有积极影响     

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.     

Re-examining Citizenship: How the Control of Measurement Artifacts Affects Observed Relationships of Organizational Citizenship Behavior and Organizational Variables

We examined the impact that measurement artifacts (antithetical items that overlap counterproductive work behavior (CWB), agreement response, halo in supervisor ratings) in organizational citizenship behavior (OCB) measures has on observed relationships between OCB and 15 predictors. Respondents were 146 employees and their supervisors who completed surveys that included OCB measures with and without artifacts. Predictors (conscientiousness, emotional stability, empathy, distributive justice, procedural justice, role ambiguity, role conflict, leader–member exchange, affective organizational commitment, job satisfaction, negative and positive emotion, turnover intention, CWB, and task performance) were chosen that related to OCB in prior meta-analyses. Results with the OCB scale with artifacts were consistent with meta-analyses, whereas results with the artifact-controlled OCB scale were not, suggesting that accepted conclusions about OCB’s relationships with many other variables should be reexamined.     

Moderators of the relationships between coworkers' organizational citizenship behavior and fellow employees' attitudes

The authors developed and tested the prediction that the relationship hetween coworkers' organizational citizenship behaviors (OCBs) and fellow employees' attitudes depends on the supervisors' abusiveness. Results of a longitudinal study using data collected from 173 supervised employees at 2 points in time (separated by 7 months) suggested that coworkers' OCB was positively related to fellow employees' job satisfaction and affective commitment when abusive supervision was low. However, when abusive supervision was high, coworkers' OCB was negatively related to job satisfaction and was unrelated to organizational commitment. The results of a 2nd study were consistent with the idea that the attributions employees make for their coworkers' OCB explains the moderating effect of abusive supervision on the relationship between coworkers' OCB and job satisfaction.     

Leader-Member Exchange and Employee Creativity: Test of a Multilevel Moderated Mediation Model

Using multisource data, this article examined the relationship of two types of employee perceptions of overall fairness (i.e., fairness of the organization and fairness of the department), with supervisor ratings of in-role task performance and organizational citizenship behaviors (OCB). We also examined whether high-quality leader-member exchange (LMX) relationships compensate for negative effects of fairness on job performance and citizenship behaviors. Focusing on a sample of 154 health care workers, we found that only employee perceptions of overall fairness regarding the department were related to supervisory ratings of OCB and in-role task performance. Moreover, LMX moderated the relationships between fairness perceptions and (a) task performance, (b) organization-focused OCB, but not (c) individual-focused OCB. We discuss implications for research and the potential for reducing negative effects of low fairness perceptions on job performance through positive LMX.     

Survey Nonrespondents as Bad Soldiers: Examining the relationship between organizational citizenship and survey response behavior

The present paper examines whether organizational survey response behavior relates to organizational citizenship behavior (OCB). In Study 1, we examined the relationship between OCB dimensions and survey completion intentions in a field setting (n=228). In Study 2, we compared respondents and different groups of nonrespondents on OCB dimensions using an experimental design in a university setting (n=622). Survey response and OCBs were found to be related. OCB research may suffer from nonresponse bias, with organizational surveys failing to capture the opinions of those least likely to engage in OCBs.