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.     

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.     

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     

Justice, citizenship, and role definition effects

A limitation of the organizational citizenship behavior (OCB) literature is that theory and empirical evidence suggest that some employees define OCBs as part of their job. A theoretical framework that addresses this problem is tested in this article. The framework focuses on 2 effects: a role enlargement effect (i.e., employees with more favorable attitudes define OCB as inrole behavior, which, in turn, results in greater citizenship) and a role discretion effect (i.e., the relationship between employees' attitudes and their citizenship will be stronger among employees who define OCB as extrarole behavior). In tests of this framework with 2 independent samples of supervisor-subordinate dyads, role definitions were found to moderate several relationships between procedural justice and OCB, providing support for the role discretion effect. Implications for OCB theory and research are discussed.     

Forgotten but not gone: An examination of fit between leader consideration and initiating structure needed and received

We examined the effects of fit between leader consideration and initiating structure needed and received on employees' work-related attitudes (i.e., trust in the supervisor, job satisfaction, and affective commitment to the organization). Consistent with predictions that derive from the person-environment fit research tradition, results from Study 1 suggested that deficient amounts of both leadership behaviors were associated with unfavorable attitudinal outcomes. However, while excess levels of consideration were associated with favorable attitudinal outcomes, excess levels of initiating structure were associated with unfavorable attitudes, and for both forms of leadership, higher levels of absolute fit were associated with more favorable outcomes. Results from Study 2 suggested that attitudes generated by the fit between leadership needed and received influence employees' organizational citizenship behavior as reported by their supervisors. The relationship between consideration needed and received and subordinates' organizational citizenship behavior relating to individuals (OCBI) and organizational citizenship behavior relating to the organization itself (OCBO) was partially mediated by employees' trust in the supervisor, while the relationship between initiating structure needed and received and OCBI was fully mediated by trust in the supervisor, and for OCBO was partially mediated. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Perceived organizational support: a review of the literature

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.     

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.     

A Test of Coworkers' Influence on Organizational Cynicism,Badmouthing, and Organizational Citizenship Behavior

Basing hypotheses on social information processing theory, we tested for evidence of coworkers' social influence on employees' organizational cynicism, badmouthing, and supervisor assessments of employees' organizational citizenship behavior (OCB). A significant positive relationship was found between (a) close coworkers' badmouthing behavior and focal employee organizational cynicism; and (b) focal employee organizational cynicism and focal employee badmouthing behavior. A hypothesized negative relationship between organizational cynicism and OCB was not supported. Future research directions are also considered.     

Factors associated with a positive attitude towards change among employees during the early phase of a downsizing process

Most research on organizational changes in working life, including downsizing, focuses on the negative attitudes and negative consequences of the change. The aim of this study was to evaluate if the employee's previous learning experience and characteristics of the working environment were associated with positive attitudes towards organizational change. The 467 employees (73.5% males) working in a global oil company in the early phases of a downsizing process were asked to answer a questionnaire with demographic variables, perception of the working environment, and attitude to change (93% response rate). Corporate social responsibility (CSR), involvement and participation, team leadership and team effectiveness were important factors related to positive attitudes towards organizational change. Non-leaders and older employees were positive to change. We conclude that employees' perceptions of their psychosocial working environment, in particular the CSR, were highly related to their attitude to organizational change.     

员工政治自我效能对组织公民行为的影响研究：心理资本的调节作用

本研究以来自5家公司的272对主管与员工之间的配对数据为样本,探讨了员工政治自我效能与组织公民行为间的关系以及心理资本的调节作用。研究结果表明：政治自我效能与组织公民行为之间呈现倒U型的关系,当员工政治自我效能较低和较高时,组织公民行为都比较低,而当他们的政治自我效能处于中等水平时,组织公民行为最高;心理资本对组织公民行为具有积极的促进作用,同时能够减弱员工政治自我效能对组织公民行为的倒U型影响。     

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.     

The Impact of Contextual Self‐Ratings and Observer Ratings of Personality on the Personality–Performance Relationship1

This study examined 2 possible ways of increasing the predictive validity of personality measures: using observer (i.e., supervisor and coworker) ratings and work‐specific self‐ratings of Big Five personality factors. Results indicated that among general self‐ratings of Big Five personality dimensions, Conscientiousness was the best predictor of in‐role performance, and Agreeableness and Emotional Stability were the best predictors of organizational citizenship behavior (OCB). Observer ratings of personality accounted for incremental variance in job performance (in‐role performance and OCB) beyond that accounted for by general self‐ratings. However, contrary to our expectations, work‐specific (i.e., contextual) self‐ratings of personality generally did not account for incremental variance in job performance beyond that accounted for by general self‐ratings.     

资质过剩感影响组织公民行为的情绪路径

本研究从员工情绪以及情绪调节的视角,考察了资质过剩感对员工组织公民行为的影响机制。通过对534名企事业员工的问卷调查数据进行分析,结果表明:员工的资质过剩感对其组织公民行为具有显著的消极作用;工作愤怒在资质过剩感与员工组织公民行为之间起部分中介作用;不同的情绪调节方式对员工资质过剩感与其工作愤怒的正向关系有不同的调节作用,认知重评方式有助于缓解资质过剩感对愤怒以及组织公民行为的消极影响,而表达抑制方式的调节作用恰恰相反。这一研究结果表明了情绪调节在工作领域中所发挥的作用,具有一定理论意义与实际价值。     

Same‐gender supervisors protect women's leadership aspirations after negative performance feedback

Two studies examined how the gender of a workplace supervisor can affect a woman's response to performance evaluations and also her professional advancement aspirations. In Study 1, employed women reviewed a performance evaluation in which feedback was manipulated to reflect one of two stereotypes of women (high in warmth or low in competence). Findings showed that participants were more likely to attribute negative (i.e., low competence) feedback from men supervisors to gender biases than the same feedback from women supervisors. There was no effect of supervisor gender when the feedback was positive (i.e., high warmth) or neutral. In Study 2, negative feedback from men supervisors, regardless of evaluative dimension (competence or warmth) resulted in women reporting decreased professional aspirations. This relationship was mediated by women's attribution of supervisor feedback to gender biases. Together, these findings suggest that same‐gender supervisors can potentially buffer women's long term professional aspirations after a discouraging performance review.     

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.     

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.     

A FIELD STUDY OF THE RELATIONSHIP BETWEEN THE ORGANIZATIONAL FEEDBACK ENVIRONMENT AND PERFORMANCE

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.     

授权赋能领导行为与组织公民行为:员工的领导认同感和组织心理所有权的作用

认同感和控制感出发,研究授权赋能领导行为对员工组织公民行为的作用机制和边界条件。通过问卷调查,搜集了162名主管及其460名直接下属的数据。研究结果表明,授权赋能领导行为对员工对主管的领导认同感有积极影响作用;领导认同感在授权赋能领导行为与员工组织公民行为之间起到中介作用;员工对组织的心理所有权对领导认同感的中介效应起到调节作用。     

Expectancy-Based Job Cognitions and Job Affect as Predictors of Organizational Citizenship Behaviors1

This study investigated the importance of expectancy-based job cognitions and job affect (the affective component of job satisfaction) in helping to account for “organizational citizenship behaviors” (OCBs; Organ, 1988). Data pertaining to the expectancy-based job cognitions (i.e., expectancies, instrumentalities, valences), job affect, and OCB performance of 65 state finance agency employees were examined. We anticipated that the effect of expectancy-based job cognitions on OCB would be partially mediated by affect-based job satisfaction. This expectation was confirmed in that, after controlling for negative and positive affectivity, generalized instrumentality beliefs were found to affect OCB-altruism directly, as well as indirectly through the influence of affect-based job satisfaction.     

Helpful Today,But Not Tomorrow? Feeling Grateful as a Predictor of Daily Organizational Citizenship Behaviors

This research extends the existing theoretical understanding of what predicts organizational citizenship behavior (OCB). Using experience sampling techniques, we examine the within‐person relation between OCB and a novel, theoretically relevant predictor: state gratitude. Using 4 independent samples with a total of 210 working adults and 173 undergraduate students, we developed a reliable and valid measure of state gratitude. Drawing upon the moral affect model of gratitude and affective events theory, we conducted 2 experience sampling studies with data collected from 67 (Study 2) and 104 (Study 3) working adults to test the effects of state gratitude on OCB, beyond the effects of several relevant constructs (i.e., state positive affect, dispositional gratitude, and social exchange). Our results advance OCB research and explanations of OCB by modeling OCB as a dynamic, time‐variant construct and by demonstrating that feelings of gratitude, a discrete positive emotion, can be an effective predictor of OCB.