If you're close with the leader,you must be a brownnose: The role of leader–member relationships in follower,leader, and coworker attributions of organizational citizenship behavior motives

Although scholars have recognized that organizational citizenship behavior (OCB) can be attributed to either self-serving or other-serving motives, little research has addressed the conditions under which different observers will make positive versus negative attributions for OCB. We draw on leader-member exchange (LMX) and attribution theories to propose that high-quality LMX relationships are associated with positive attributions of OCB motives by the follower and the leader but negative attributions of OCB motives by coworkers. We theorize that while high-quality LMX relationships are associated with attributions of pro-social and organizational concern motives by the follower and the leader, coworkers view OCB performed by those in high-quality LMX relationships as driven by impression management motives. We discuss implications for theory and research on OCB and LMX.     

Emotion and power (as social influence): Their impact on organizational citizenship and counterproductive individual and organizational behavior

Emotion and power as manifested in forms of social influence have been studied throughout millennia, and have recently enjoyed intense scientific scrutiny. However, their joint effects on important classes of discretionary behaviors in work organizations have not been well elaborated. This paper provides a theoretical framework derived from past research within which these joint effects are described, and offers hypotheses to guide future research. A primary theme is that emotion and social influence, when considered at individual, dyadic and organizational levels, have a reciprocal causal relationship and jointly affect organizational behavior, especially behavior that is largely discretionary, including organizational citizenship and counterproductive work behavior (OCB and CWB), as well as counterproductive organizational behavior (COB).     

Counterproductive behaviour at work: an investigation into reduction strategies

The present study examined the interrelation of personality characteristics, organizational justice, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). An anonymous questionnaire survey was conducted, with 1662 participants representing a wide variety of jobs across heterogeneous organizations in Thailand. Statistical analysis indicated that CWB can be predicted by the following personality characteristics; conscientiousness, agreeableness, self-esteem, extraversion, neuroticism and openness to experience. Moderation analysis discovered that the association between personality characteristics and CWB is moderated by three factors; distributive justice, interactional justice and OCB. Structural Equation Modelling was adopted in order to examine the efficacy of the identified moderators, and revealed that interactional justice has the strongest moderating effect, followed by distributive justice and finally OCB. Implications of the findings to organizational management and personnel practitioners are discussed accordingly, including; that the occurrence of CWB could be reduced through the implementation of organizational justice enhancement policies; and that the prevalence of OCB atmosphere at work could also help alleviate the impact of personality characteristics on CWB.     

The relationship of personality to counterproductive work behavior (CWB): An integration of perspectives

The workplace literature relating personality to CWB is integrated with complimentary literatures from other disciplines including developmental and social psychology. The literature is reviewed showing how both broad-based personality dimensions reflected in integrity tests and measures of the five factor model, and specific personality traits relate to counterproductive work behavior (CWB). A model is developed showing how different personality variables shown to relate to aggression and/or (CWB) might affect different steps in the process linking behavior to precipitating environmental conditions or events. Specifically Hostile Attribution Bias and Narcissism are most relevant to appraisal and attributions, Negative Affectivity and Trait Anger connect to negative emotions, and Locus of Control and Self-Control are thought to play a CWB inhibiting role. Distinctions among reactive, proactive, and relational aggression are extended to CWB.     

组织公民行为对团队有效性影响研究述评

组织公民行为被认为是工作团队或组织有效运行的重要因素。本文从群体（团队）层面探讨了组织公民行为对团队有效性的影响作用。简要回顾了组织公民行为的概念及其起源;在此基础上详细探讨了组织公民行为与团队有效性之间的关系;提出未来该领域中值得研究的方向。     

Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction,organizational commitment,and procedural justice

A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.     

Organizational Inducements and Employee Citizenship Behavior: The Mediating Role of Perceived Insider Status and the Moderating Role of Collectivism

The organizational inducement model proposed in this study seeks to examine the mediating role of perceived insider status (PIS) and the moderating role of vertical collectivism on the relationship between organizational inducements and employees’ organizational citizenship behavior (OCB). Among a sample of Chinese employees, the authors find that the organizational inducements of perceived supervisor support and participation led to higher levels of PIS, which in turn enhanced OCB. Furthermore, vertical collectivism moderated the relationship between PIS and OCB, such that their relationship grew stronger when collectivism was high. These findings have notable implications for theory and practice. © 2014 Wiley Periodicals, Inc.     

Emotional exhaustion and job performance: the mediating role of organizational commitment

We analyze the impact of emotional exhaustion (EE) on turnover intention, task performance and organizational citizenship behavior (OCB) among hospital nurses in China. The differential mediating effects of affective organizational commitment on the associations between EE and turnover intention, task performance and OCB were examined. Data were collected from both nurses and their supervising physicians using a questionnaire survey in Mandarin. The results revealed full mediation effect for turnover intention and for OCB directed at the organization. There was a significant indirect effect for OCB directed at individuals and no mediation effect for task performance.     

The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector

This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.     

The roles of OCB and automation in the relationship between job autonomy and organizational performance: a moderated mediation model

This study examines the mediating role of organizational citizenship behavior (OCB) in the relationship between job autonomy and organizational performance in the manufacturing industry. The study also investigates the moderating role of automation in those relationships. Although it is well known that job autonomy has an intimate relationship with employees’ attitudes at the individual level, no studies have yet elucidated the relationships of job autonomy with OCB and organizational performance at the organizational level. Moreover, no research has investigated the role of automation in an OB discipline, although automation constitutes an important contextual variable. Using a moderated mediation model, this study found that OCB mediated the relationship between job autonomy and performance, and that these relationships were stronger in less automated organizations. The findings offer implications regarding how job autonomy can improve organizational performance and which organizations benefit more from job autonomy.     

组织支持感、组织认同感与OCB的关系研究

回收了金域集团上海子公司和贵阳子公司共161份有效问卷。数据分析结果表明:①组织支持感与组织认同感呈显著正相关关系;②组织支持感与组织公民行为呈显著正相关关系;③组织认同感与OCB呈显著正相关关系;④组织认同感组织支持感与OCB之间起完全中介作用。研究结果为国内医学监测行业管理员工,提高组织公民行为提供了实证依据。     

Linking organizational identification and employee performance in teams: the moderating role of team-member exchange

This study examined the influence of organizational identification on employee performance in teams. Drawing on social identity theory and self-verification theory, we predicted that organizational identification would have positive effects on employee in-role and organizational citizenship behavior (OCB) performance. Building on social exchange theory, the study further theorized that the quality of team-member exchange (TMX) would amplify the impacts of organizational identification on both types of performance. Using data from automotive dealer employees in China, we found positive relationships between organizational identification and both types of performance. In addition, TMX altered the impact of organizational identification on OCB.     

Cultural differences in organizational citizenship behavior: a comparison between Chinese and American employees

The present study examined the differences in the perceptions of organizational citizenship behavior (OCB) between Chinese and American employees. Survey responses concerning the presence of OCB in their organizations were collected from a total of 393 employees. Analyses showed that Chinese and American employees reported similar levels of personal support and conscientious initiative in their organizations, but Chinese employees reported higher levels of organizational support in comparison with American employees. In addition, results indicated that perceptions of personal support, organizational support, and conscientious initiative were a function of job/hierarchical level such that management reported lower levels on all three dimensions of OCB. Finally, the results showed that country and job/hierarchical level do not interact to influence perceptions of organizational citizenship behavior. Implications and directions for future research on cultural differences in organizational citizenship behavior are discussed.     

Justice and organizational citizenship: A commentary on the state of the science

The present article discusses the state of the science regarding the connection between organizational justice and organizational citizenship behavior (OCB) as reflected by the articles included in this issue. The research described in these articles reaches a conclusion in need of further elaboration—namely, that people will behave altruistically toward the oroganizations in which they work when they believe those organizations have treated them fairly. Various conceptual issues are discussed. These include: the willingness of people to express inequity distress by withholding OCB, the relative importance of procedural justice compared to distributive justice as a determinant of OCB (especially the social aspects of procedural justice), and the extent to which a reduction in OCB may reflect a desire to influence another individual, or the organization in general. A variety of methodological issues are also discussed. In this connection, it is suggested that correlational, questionnaire measures be supplemented by open-ended interview studies as well as laboratory investigations. Moreover, if questionnaires continue to be used, then it is recommended that attempts be made to improve the validity of both measures of justice and OCB.     

Examining organizational citizenship behavior of Japanese employees: a multidimensional analysis of the relationship to organizational commitment

Although there is now considerable research concerning organizational citizenship behavior (OCB), little is known about the possibility of the transposition of such a research topic to a Japanese context. This study proposes and substantiates a three-dimension model of OCB in the Japanese context, comprising voluntary involvement, generalized compliance, and personal industry. Furthermore, the examination of the relationship between organizational commitment and OCB indicates that affective commitment is positively associated with voluntary involvement and personal industry. Also, continuance commitment is positively related to generalized compliance and, simultaneously, negatively associated with voluntary involvement. Finally, theoretical and practical implications are discussed.     

Organizational Citizenship Behavior and Role Breadth: A Meta‐Analytic and Cross‐Cultural Analysis

We provide a meta‐analysis of the empirical literature concerning role breadth, defined as the degree to which employees consider organizational citizenship behavior (OCB) to be an inherent part of their job. Results based on a combined sample size of 9,222 showed: (a) Confucian Asians consider OCB as part of their job to a greater extent than do their Anglo counterparts; (b) affiliative kinds of OCB (e.g., helping, conscientiousness, and courtesy) are more likely to be considered part of one's job than are change‐oriented OCB (e.g., voice, taking charge, and initiative); and (c) OCB‐inclusive role breadth correlates strongly with OCB (r_c = .43). The implications of these findings for human resources practice, such as competency modeling, employee selection and training, organizational rewards, and employee‐employer/supervisor relations, are discussed. © 2013 Wiley Periodicals, Inc.     

知识工作团队中组织公民行为的作用机制实证研究

组织公民行为是员工做出的超越基本工作职责要求的积极主动合作行为,这类行为在整体上有利于组织的有效运作。本研究以12家高科技组织中的50个知识工作团队作为研究对象,探讨团队成员整体上表现出的组织公民行为对团队绩效的影响作用机制。研究结果表明,团队整体水平的组织公民行为对团队绩效具有积极的影响作用,并且群体效能感在组织公民行为对团队绩效产生影响时起到中介作用。     

The effect of strike militancy intentions and general union attitudes on the Organizational Citizenship Behavior of university faculty

Using a sample of unionized faculty, this study investigated whether faculty members' militancy intentions and general union attitudes affected their level of organizational citizenship behavior (OCB). OCB was divided into three dimensions (OCB-teaching, OCB-faculty, and OCB-university), and separate predictions were made for each. Results indicated weak relationships at best between the predictor variables and OCB, suggesting that unionization is not likely to affect this important aspect of job performance.     

Cognitive and Behavioral Outcomes of Quality Improvement Teams: The Influence of Leadership and the Work Unit Environment

Data were collected from team members and matched controls on continuous quality improvement (CQI) knowledge, perceptions of empowerment, leadership, and constraints within the work unit at two points in time. Supervisors rated the subjects' organizational citizenship behavior (OCB) and job behaviors related to quality improvement. There was a significant increase in CQI knowledge among team members but no significant changes in perceptions of empowerment, OCB, or CQI job behaviors for either group. Increases in CQI job behavior was related to lower physical constraints within the work environment but greater increases in CQI knowledge.     

The Costs of Exhibiting Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) has been associated with positive organizational outcomes and with higher managerial ratings of employee performance. However, concerns have been raised about the possible personal costs of performing such activities. This paper examines the relationship between OCB and emotional exhaustion and work‐family conflict and explores the moderating role of job performance in shaping those relationships. In a time‐lagged field study of customer‐contact center employees the research found that one particular dimension of OCB—conscientiousness—was associated with higher emotional exhaustion and with work‐family conflict. The study also revealed that conscientious employees who performed their in‐role job responsibilities at a high level experienced greater emotional exhaustion and work‐family conflict than conscientious employees who performed their in‐role job responsibilities at a low level. Our findings suggest that organizational pressures to increase the level at which both discretionary and formal role obligations are performed can carry negative consequences for employees. © 2016 Wiley Periodicals, Inc.