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.     

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.     

Organizational Citizenship Behavior,Job Attitudes,and the Psychological Contract

Previous research has shown a positive relationship between job satisfaction and various dimensions of organizational citizenship behavior. These studies, however, have focused almost exclusively on civilian sector organizations. While insight gained from these studies is instructive, it remains to be seen if these relationships also exist in the context of military organizations. The relationships between job satisfaction as well as cynicism (as moderated by psychological contracts) with organizational citizenship behavior (OCB) are explored. Data were collected from military officers (n = 151) attending a 10-month professional military education school. As an improvement over other similar studies, control measures were incorporated to address potential confounds associated with self-reported attitudes. Results showed job satisfaction was a strong predictor of OCB, cynicism was negatively related to the altruism dimension of OCB, and the relationship between cynicism and the altruism dimension of organizational citizenship behavior was moderated such that the relationship was stronger when there were high levels of perceived psychological contract support than when there were low levels of support.     

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.     

Exchange Ideology as a Moderator of Job Attitudes-Organizational Citizenship Behaviors Relationships1

Following work on organizational citizenship behaviors (cf. Organ, 1988). the present study examined job satisfaction, perceptions of organizational support, and organizational commitment as predictors of organizational citizenship behaviors. Regression analyses on data collected from workers in a small tooling plant indicated that exchange ideology moderated the relationships between ratings of OCB's and organizational support scores. For tool workers whose attitudes and behaviors were more dependent on organization reinforcement, OCB ratings were positively related to organizational support. However, for those whose attitudes and behaviors were more independent of organization reinforcement. OCB ratings were considerably less related to organizational support scores. The pattern was similar for OCB ratings and job satisfaction scores. These data are consistent with those reported previously (e.g., Eisenberger. Huntington. Hutchinson, & Sowa, 1986) and suggest that the salience of job attitudes in the decision to manifest organizational citizenship behaviors may be influenced by the individual's exchange ideology.     

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.     

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.     

Goal Setting Theory,Job Feedback,and OCB: Lessons From a Longitudinal Study

This study examines the relationships among goal setting, job feedback, and employees' formal and informal performance. We argue that the knowledge gained in the field of goal setting may be useful in understanding organizational citizenship behavior (OCB), beyond formal performance. A longitudinal design based on two points in time (T1, T2) and four research stages (A-D) was developed to test a series of hypotheses among student-employees. 176 participants provided data on goal setting (goal specificity and goal difficulty) and on work attitudes (job satisfaction, organizational justice, job commitment) at T1 (stage A). 23 supervisors provided additional data on formal performance and OCB at T1 (stage B) and at T2 (stage D). Employees were given feedback regarding their formal and informal work performance between T1 and T2 (stage C). The results generally support a positive relationship between goal setting, formal performance, and altruistic OCB at T1 but not at T2. Furthermore, job feedback was related to formal performance and to altruistic and compliance OCB at T2. Implications of these findings are discussed in both the context of goal setting theory and the ongoing study of OCB.     

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.     

Nourishing or suppressing? The contradictory influences of perception of organizational politics on organizational citizenship behaviour

Drawing on both social exchange theory and impression management theory, this study sought to explain how perception of organizational politics (POP) influences organizational citizenship behaviour (OCB) through two contrary psychological processes. We proposed that through the mediation of job satisfaction, POP has an inhibiting effect on OCB; through the mediation of careerism, POP has a nourishing effect on OCB. Data were obtained from 393 police officers and their colleagues from a city police department in northern Taiwan. Results from structural equation modelling (SEM) revealed that the relationship between POP and OCB was negatively mediated by job satisfaction and positively mediated by careerism. Such antithetical psychological processes imply that employees may experience psychological dilemmas over the performance of OCB when they perceive their organization as political. Implications for theory and future research are discussed.     

The deviant citizen: Measuring potential positive relations between counterproductive work behaviour and organizational citizenship behaviour

Studies have shown a strong negative correlation between counterproductive work behaviour (CWB) and organizational citizenship behaviour (OCB), and opposite correlations with hypothesized antecedents. Such observed correlations may have been erroneously caused by three measurement artefacts: items measuring absence of CWBs, rather than behaviours that exceed requirements or expectations in OCB scales; supervisory halo; and agreement rather than frequency response format. A new OCB scale, the OCB‐checklist (OCB‐C) was used that did not have these artefacts. Contrary to prior expectations from the literature, positive relations were found between CWB and OCB, and stressors and OCB. Theoretical explanations for positive CWB/OCB relations (demand‐elicited OCB, social loafing, work process problems, rater perceptions and attributions, and aggravated job stress processes) are discussed.     

Socially oriented values and reciprocity norm predict organizational commitment

The current research concerns the predictors and organizational outcomes of normative commitment in Chinese companies. In Study 1, using a semi-structured interview, we identified internalization of socially oriented value and reciprocity norm as two possible predictors of normative commitment. Survey results confirm the factorial independence of these two predictors. Study 2 examined the predictive relationship of these predictors with employee job satisfaction, turnover intention, in-role performance, and organizational citizenship behaviour (OCB). The results showed that value internalization predicts higher job satisfaction and weaker turnover intentions via normative commitment, whereas reciprocity predicts higher job satisfaction, weaker turnover intention, and more frequent display of OCB via normative commitment. These findings are discussed in terms of their implications for future research and management practices.     

Antecedents and consequences of work-family enrichment among Indian managers

The present study identifies core self-evaluations, family support, supervisor support and job characteristics as the antecedents of work-to-family enrichment and family satisfaction, job satisfaction, affective commitment and organizational citizenship behavior (OCB) as its outcomes. The participants (n= 245) were employees from four organizations in India from manufacturing and information technology sectors. The results show that job characteristics and supervisor support were the predictors of work-to-family enrichment and core self-evaluations, family support and supervisor support emerged as the predictors of family-to-work enrichment. On outcomes, work-to-family enrichment are the predicator of job satisfaction, affective commitment and OCB and family-to-work enrichment as the predictor of family satisfaction, job satisfaction, affective commitment and OCB. The implications of the findings are discussed.     

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.     

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.     

Trait conscientiousness,leader‐member exchange,job satisfaction and organizational citizenship behaviour: A test of an integrative model

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader‐member‐exchange (LMX) quality. Meta‐analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In‐turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher‐quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher‐quality LMX and to gain access to more satisfying job experiences.     

The effects of met expectations on newcomer attitudes and behaviors: a review and meta-analysis.

A review of research on the effects of met expectations for newcomers to organizations located 31 studies of 17,241 people. A meta-analysis found mean (corrected) correlations of .39 for job satisfaction and organizational commitment, .29 for intent to leave, .19 for job survival, and .11 for job performance. However, all of these mean correlations had significant between-studies variance. By using strict conformity with Porter and Steer's (1973) definition of met expectations, we identified a subset of studies that had nonsignificant between-studies variance for all correlations except job satisfaction. Furthermore, the mean correlations in these subgroups were very similar to those for the entire group. Future research should consider both the direction of the met expectations discrepancy (i.e., over- vs. underfulfillment) and alternative ways to measure organizational reality.     

Good mercenaries: Performing organizational citizenship behavior in a foreign land

IntroductionResearch on expatriates has typically left underexplored the critical antecedents of expatriates’ organizational citizenship behavior (OCB).ObjectivesThis study aims to fill this research gap by studying the effects of constructs specific and nonspecific to the expatriate context of expatriates’ OCB performance.MethodsUsing online surveys, data were collected from 200 expatriates and 280 of their coworkers working in 62 host countries. The hypotheses were tested with structural equation modeling analysis.ResultsFirst, Agreeableness, Conscientiousness, job satisfaction, work adjustment and interaction adjustment all had unique contributions in predicting expatriates’ OCB. Second, there was initial support for the indirect effect of the host country coworkers’ OCB performance targeted at expatriates on expatriates’ OCB-I performance. Finally, the results did not provide support for the indirect effect of personality factors on expatriates’ OCB performance.ConclusionCompared to job satisfaction, expatriates’ personality traits (i.e., Agreeableness and Conscientiousness) may have a stronger effect on expatriates’ OCB performance.     

Cross‐level interactions of individual trait positive affect,group trait positive affect,and group positive affect diversity

The purpose of the current study is to examine the cross‐level three‐way interactions among individual trait positive affect (PA), group trait PA, and group PA diversity on individual work outcomes. Drawing on situation strength theory, we hypothesized that the relationship of individual trait PA with work outcomes depends on the strength of a group's affective contexts including group trait PA and PA diversity. The hierarchical linear modelling results for 261 employees in 42 South Korean organizational teams showed that individuals' trait PA was positively associated with their team commitment, job satisfaction, and organizational citizenship behaviour (OCB). The findings also demonstrated that individual trait PA had the strongest relationship with team commitment when group trait PA was low and PA diversity was high simultaneously. In addition, the relationship between individual trait PA and OCB was found to be stronger for affectively diverse groups than for homogeneous groups.