The Separate, relative, and joint effects of employee job performance domains on supervisors’ willingness to mentor

The purpose of our study was to further elucidate how employees should behave at work to increase their chances of being mentored by their immediate supervisor. To that end, we experimentally tested how three domains of employee performance [task performance (TP), organizational citizenship behavior (OCB) targeting the supervisor, and counterproductive work behavior (CWB) targeting coworkers] affect supervisors’ willingness to mentor. Each performance domain affected willingness to mentor. OCB had the weakest of the three main effects. Finally, the positive effect of TP was stronger when employees displayed less CWB.     

The effect of state core self-evaluations on task performance,organizational citizenship behaviour,and counterproductive work behaviour

Although the personality–performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.     

Citizenship and Counterproductive Behavior: Clarifying Relations Between the Two Domains

Competing viewpoints exist as to whether organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB) are best viewed as behaviors located on a single continuum or as distinct constructs. Reliable and established measures of OCB, CWB, and the Big Five were administered to a large and diverse employee sample. Confirmatory factor analysis supports differentiating between facets of OCB and CWB. In addition, OCB and CWB were moderately negatively correlated and had a number of different personality correlates. This lends support to OCB and CWB representing two distinct constructs instead of a single continuum.     

The Invisible Eye? Electronic Performance Monitoring and Employee Job Performance

To enhance employee performance, many organizations are increasingly using electronic performance monitoring (EPM). The relationship between the frequency of EPM use and employee performance is examined in 2 field studies. In Study 1, which uses a unique longitudinal data set, results reveal that shorter time lags between 2 consecutive employee performance assessments are related to better task performance as indicated by call quality metrics. A second field study using matched supervisor–employee and EPM system data is conducted in 2 call centers to extend these results and to focus more directly on the supervisors’ use of EPM and its relationship with additional performance criteria: counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs). Results indicate that more frequent supervisory use of EPM is associated with better task performance and OCB. However, supervisory use of EPM was not significantly related to CWB.     

Organizational citizenship behavior and performance evaluations: exploring the impact of task interdependence

The influence of task interdependence on the importance attributed to organizational citizenship behavior (OCB) in evaluations of employee performance was investigated in 3 studies. In Study 1,238 undergraduates were exposed to a task interdependence manipulation and a unit-level performance manipulation and provided citizenship ratings. In Study 2,148 master of business administration students were exposed to a task interdependence manipulation and then rated the importance of OCB in their evaluations of employee performance. In Study 3,130 managers rated the task interdependence in their unit of principal responsibility and the importance of OCB in their overall evaluations of employee performance. The results suggest task interdependence may affect the importance attributed to OCB by evaluators. Implications of these results are explored.     

Individuals in mind,mates by heart: Individualistic self-construal and collective value orientation as predictors of group creativity

It has been argued that groups with individualistic norms are more creative than groups with collectivistic norms (Goncalo & Staw, 2006). This conclusion, however, may be too unspecific, as individualism–collectivism denotes a multidimensional continuum and may affect people's self-construal and values. This study analyzed to what extent these dimensions differentially impact upon group creativity. After manipulating self-construal and value orientation, 58 triads engaged in a brainstorming task. Groups with collectivistic value orientation generated more ideas than groups with individualistic value orientation. Furthermore, there was an interaction between value orientation and self-construal on originality: ideas were more original when group members combined collectivistic value orientation with individualistic self-construal. Thus, groups should integrate elements of both individualism and collectivism to ensure high creativity.     

Counterproductive Work Behavior and Organizational Citizenship Behavior

Counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) are two seemingly opposite types of active and volitional behaviors. However, previous research on the mutual relationships between these two types of behavior has yielded inconclusive results. Such relationships are of particular interest in countries such as Poland, which is still in the process of economic and social transformation from a communist to a capitalist system. Therefore, the current study sought to re-examine the relationships between OCB and CWB in a large sample of Polish employees. One thousand and fifty-one employees were recruited from small, medium, and large Polish enterprises to take part in the study, and they completed questionnaire measures of CWB and OCB. The results showed that the overall frequencies of CWB and OCB were statistically significantly correlated. However, while some dimensions of OCB were found to be significantly negatively correlated with certain categories of CWB, one dimension of OCB was significantly positively correlated with CWB. Cluster analysis allowed for distinguishing of four subgroups of participants with different profiles of CWB and OCB, including a subgroup that exhibited equal levels of OCB and CWB and a subgroup that exhibited high levels of CWB cooccurring with increased frequencies of some dimensions of OCB. These results demonstrate that, overall, CWB and OCB are relatively independent and unrelated constructs; however, their particular dimensions may show a more complex pattern of relationships.     

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.     

Cultural Values and Performance Appraisal: Assessing the Effects of Rater Self-Construal on Performance Ratings

Much of the prior research investigating the influence of cultural values on performance ratings has focused either on conducting cross-national comparisons among raters or using cultural level individualism/collectivism scales to measure the effects of cultural values on performance ratings. Recent research has shown that there is considerable within country variation in cultural values, i.e. people in one country can be more individualistic or collectivistic in nature. Taking the latter perspective, the present study used Markus and Kitayama's (1991) conceptualization of independent and interdependent self-construals as measures of individual variations in cultural values to investigate within culture variations in performance ratings. Results suggest that rater self-construal has a significant influence on overall performance evaluations; specifically, raters with a highly interdependent self-construal tend to show a preference for interdependent ratees, whereas raters high on independent self-construal do not show a preference for specific type of ratees when making overall performance evaluations. Although rater self-construal significantly influenced overall performance evaluations, no such effects were observed for specific dimension ratings. Implications of these results for performance appraisal research and practice are discussed.     

Organizational citizenship behavior and counterproductive work behavior: Do males and females differ?

While there has been considerable research on gender differences in core task performance, gender differences in organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) have been largely ignored. Gender-consistent roles of females as being supportive would lead to the prediction that females engage in more OCB and less CWB than males. Using meta-analytic data gathered across 395 samples, we found several (weak) gender differences in CWB but none in OCB. We explain null and weak relationships from the perspective of social role theory, especially regarding males' roles being career-focused.     

The Relative Importance of Correlates of Organizational Citizenship Behavior and Counterproductive Work Behavior Using Multiple Sources of Data

Many correlates of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) have been established, but their relative importance has rarely been investigated. A dominance analyses based on data from 375 participants and 214 of their supervisors indicated that individual differences accounted for more of the variance associated with OCB and with CWB than did organizational attitudes. Confirmatory factor analysis and dominance analyses provided discriminant validity for a four-factor model based on the target of these behaviors that included interpersonal OCB, organizational OCB, interpersonal CWB, and organizational CWB. A comparison of supervisor- and self-report data indicated that relationships were stronger when using self-report data, but the overall pattern of results was similar.     

坏心情与工作行为：中庸思维跨层次的调节作用

本研究探讨工作中坏心情与3种工作行为(组织公民行为、反生产行为和任务绩效行为)在个体内水平的关系, 以及中庸思维在二者间跨层次的调节作用。采用经验抽样方法, 通过对72名员工历时两周的追踪调查, 获取被试每日心情状态和每日工作行为的数据。HLM 6.02分析表明：(1)每日坏心情显著地负向影响每日的组织公民行为和任务绩效行为, 而对反生产行为无显著影响; (2)中庸思维在“心情-行为”的联系间发挥调节作用, 高中庸思维者的坏心情对组织公民行为的负向影响较弱, 低中庸思维者的坏心情对组织公民行为的负向影响较强; 高中庸思维者的坏心情对任务绩效行为产生正向影响, 低中庸思维者的坏心情对任务绩效行为产生负向影响。     

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.     

Family interference with work and its relationship with organizational citizenship and counterproductive work behaviors

Most employed adults must manage both work and family responsibilities. Consequently, many employees also experience conflict between their roles, which often leads to compromised performance in one or both domains. We examined family interference with work (FIW) as a potential drain on resources leading to increased counterproductive work behaviors (CWB) and decreased organizational citizenship behaviors (OCB) in three samples with a multi‐measure, time‐lagged design. Results demonstrated that employees who experience FIW display higher levels of CWB and lower levels of OCB, especially for organizationally targeted behaviors.     

资质过剩感对个体绩效的作用效果及机制：基于情绪-认知加工系统与文化情境的元分析

近年来, 资质过剩作为一种特殊的个人-环境不匹配现象, 引发了较多学者的关注, 但相关研究结论尚有争议。对包含383项独立研究、945个效应值及575061个研究样本的321篇文献开展元分析：(1)直接效应检验表明, 资质过剩感与消极情绪(愤怒、无聊)显著正相关, 与积极自我概念(自尊、自我效能感)的相关性不显著; 在个体绩效方面, 资质过剩感与消极角色外行为(反生产行为、离职)显著正相关, 与积极角色外行为(创新、组织公民行为等)和任务绩效的相关性不显著。(2) 结构方程模型元分析表明, 资质过剩感能够通过增强消极情绪, 进而增加消极角色外行为、减少积极角色外行为和任务绩效; 能够通过增强积极自我概念, 进而增加积极角色外行为和任务绩效、减少消极角色外行为; (3)集体主义文化倾向在资质过剩感通过情绪-认知加工系统影响个体绩效的过程中发挥调节作用, 在高集体主义文化情境中, 资质过剩感对消极情绪的负向影响较弱, 且能对积极自我概念产生正向影响; 在低集体主义文化情境中, 资质过剩感对消极情绪的负向影响较强, 且能对积极自我概念产生负向影响。(4)资质过剩感与个人-工作匹配相关性较强, 与个人-组织匹配相关性较弱; 与二者相比, 资质过剩感对压力感、离职的预测效果最强。研究结果有助于理解资质过剩感对个体绩效的复杂作用机制和边界条件, 并为组织如何管理资质过剩员工提供参考。     

A Resource-Based Perspective on Organizational Citizenship and Counterproductive Work Behavior: The Role of Vitality and Core Self-Evaluations

Although results from cross-sectional between-person studies suggest a differentiation of employees in good and bad performers, recent studies have challenged this assumption by showing that performance is also dependent on more transient states that vary within individuals. Acknowledging that individuals do not only differ in reference to others, but also in reference to themselves, we integrated the between- and within-person approach in the examination of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). We propose a model informed by conservation of resources theory in which OCB and minor CWB are predicted by within-person variation in one’s level of vitality, with these relationships being moderated by trait core self-evaluations (CSE). Moderated multilevel Poisson regression analyses revealed that vitality was positively related with OCB and negatively with minor CWB. CSE moderated the relationship between vitality and OCB so that individuals high in CSE engaged in OCB regardless of their vitality levels; however, contrary to our expectations, CSE did not moderate the relationship between vitality and minor CWB. Together, these findings indicate a complex reality underlying the mechanisms that drive the enactment of OCB and CWB.     

A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior

Job performance is increasingly being seen to encompass constructs such as organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). To clarify the OCB-CWB relationship, a meta-analysis was conducted. Results indicate a modest negative relationship (p = -0.32). The relationship strength did not increase appreciably when the target of the behavior (the organization vs. other employees) was the same. Moreover, OCB and CWB exhibited somewhat distinct patterns of relationships with antecedents. The OCB-CWB relationship was moderated by the source of the ratings, the presence of antithetical items, and the type of response options. An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior. Implications for organizations are discussed.     

主管认知信任和情感信任对员工行为及绩效的影响

采用问卷调查法,检验主管认知信任与情感信任对员工行为及绩效影响的双路径模型。通过结构方程模型分析563份上下级配对数据,结果显示：主管认知信任通过注意聚焦的完全中介作用正向影响员工的任务绩效和组织公民行为。主管情感信任则通过情感承诺的部分中介作用正向影响员工的任务绩效和组织公民行为,即一方面直接影响员工的任务绩效和个体指向公民行为,另一方面通过情感承诺间接影响员工的任务绩效和组织公民行为。并且,主管情感信任对员工行为和绩效的影响作用要大于认知信任的作     

The relationship between productive and counterproductive work behaviour across four European countries

Research suggesting a similar but different relationship between Organizational Citizenship Behaviour (OCB) and Counterproductive Work Behaviour (CWB) is dominated by North American samples. Little evidence exists on whether these findings are replicated in other countries. To assess if a similar pattern emerged, we used the Social Axioms model (Bond et al., 2004) as a cultural framework and surveyed employees in the UK (105), The Netherlands (203), Turkey (185), and Greece (70) on the relationship between OCB and CWB, and the relationship between these behaviours and personality, justice, and commitment. Analysis supported a multidimensional structure to OCB and CWB and indicated a nonbipolar relationship between these behaviours. Culturally, somewhat different to OCB research in general, we find support for a convergence perspective across countries. Conceptually, linguistically and structurally the scale assessing OCB/CWB was shown to be equivalent across countries and a nonbipolar pattern of relationships was consistent across countries. Overall, findings imply a universal nature to the relationship between OCB and CWB across societal cultural groups.     

Role of employee felt obligation and endorsement of the just world hypothesis: A social exchange theory investigation in an organizational justice context

According to social exchange theory, felt obligation after being treated justly is key to explaining why justice perceptions influence behaviors important to organizations, such as task performance and organizational citizenship behavior (OCB). Perhaps those who believe in a just world (Just World Hypothesis, JWH) are more likely to feel obligated to reciprocate just treatment with behaviors benefiting the organization. Thus, our goal was to investigate whether belief in the JWH influences to what extent people feel obligated after being treated justly and the importance of felt obligation in regard to behavioral outcomes, such as OCB and task performance. Based on 160 university alumni and their supervisors, results provide support that justice perceptions can relate to both job performance and OCB via felt obligation, providing empirical support for the theoretical role of felt obligation in the social exchange theory explanation of how justice perceptions can translate into employee behaviors benefiting the organization. Results also suggest that endorsement of the JWH interacts with procedural and distributive justice perceptions, but not interpersonal justice perceptions, to influence felt obligation and that the indirect effect of distributive and procedural justice perceptions on both OCB and task performance via felt obligation is only significant for individuals with relatively high levels of endorsement of the JWH. Implications are discussed.