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Publications (80)
Organizational citizenship behavior (OCB) refers to discretionary, nonrequired contributions by members to the organizations that employ them. Evidence indicates that job satisfaction is more closely related to such contributions than to productivity in core job tasks. Other data suggest that personality also is more likely to predict such discreti...
Introduction A substantial literature has developed regarding the nature, antecedents, and consequences of “organizational citizenship behavior” (OCB), or the discretionary non-task contributions rendered by participants to organizational viability and effectiveness (Organ, 1988; Podsakoff et al., 2000; Organ, Podsakoff, and Mackenzie, 2006). The e...
Research has documented a consistent empirical relationship between satisfaction and Organizational Citizenship Behavior (OCB). Here we aregue the case for why leader behavior (contingent leader reward, supportiveness, and participativeness) and task characteristics might account for such a correlation. Hierarchical regression analysis of data from...
Much of the stress and conflict in the project manager's job can be attributed to the boundary nature of that position. This study explores the relevance of recent developments in organizational role theory for clarification and understanding of the project manager's job. Findings are reported from a study which show that traditional management tho...
This study addressed the feasibility, practicality, and effects of a management style defined as "Management-by-Virtues," a management philosophy and practice based on virtues derived from religious beliefs. The study focused on Management-by-Virtues as practiced in Christian firms and assessed the effect that Management-by-Virtues could have on su...
Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences examines the vast amount of work that has been done on organizational citizenship behavior (OCB) in recent years as it has increasingly evoked interest among researchers in organizational psychology. No doubt some of this interest can be attributed to the long-held intui...
I n recent years, Western scholars have increasingly emphasized the importance of organizational citizenship behavior (OCB)—employees' behavior and actions that are not specifically designated in their formal job duties. Almost the entire body of empirical research on OCB is based on studies conducted in the United States, using U.S. employee popul...
Using an inductive approach, we examined the construct domain of organizational citizenship behavior (OCB) in the People’s Republic of China (PRC). From a diverse sample of 99 employees and managers in 40 state-owned, collective, joint venture, and private enterprises in the PRC, we collected 480 OCB incidents. Results of content analysis of these...
Western scholars have increasingly emphasized the importance of employee actions that are not specifically designated in their formal job duties, or organizational citizenship behavior (OCB). Most of these studies were conducted in the U.S. using U.S. employee population as samples. Using an inductive approach, we examined forms of OCB in the Peopl...
This research considers the applicability and meaningfulness of the concept “Organizational Citizenship Behavior” (OCB) across other cultures. As suggested by George and Jones, the context in which an organization operates may have as much or more to do with the occurrence of OCB as the more intensively studied antecedents in OCB literature (i.e.;...
This research considers the applicability and meaningfulness of the concept “Organizational Citizenship Behavior” (OCB) across other cultures. As suggested by George and Jones, the context in which an organization operates may have as much or more to do with the occurrence of OCB as the more intensively studied antecedents in OCB literature (i.e.;...
This chapter will focus primarily on recent developments in the study of organizational citizenship behavior (OCB). However, this endeavor will necessarily involve some discussion of contextual performance because the two lines of inquiry—while emanating from quite different origins—have of late begun to emerge.
The authors note that a concern fo...
Accumulated empirical evidence, some telling criticisms, and even the most cursory glance at the business press compel us to rethink the defining character of organizational citizenship behavior (OCB). It no longer seems fruitful to regard OCB as extra-role, beyond the job, or unrewarded by the formal system. A more tenable position is one that def...
Examined whether certain dispositional factors (Agreeableness, Conscientiousness, and Equity Sensitivity) could account for the relationship between contextual work attitudes and organizational citizenship behavior (OCB). 402 professional and administrative employees (aged 43 yrs) of a VA hospital completed a questionnaire measuring OCB, Agreeablen...
In the early 1980s, a doctoral candidate at Indiana University, teaching for the first time an undergraduate course in organizational behavior, was casting about for some device with which to rouse his students' interest in “leadership.” Deciding to play a really long shot, he called IU's Athletic Office in an attempt to reach basketball coach Bob...
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 (...
A field study of 182 university students in their residences tested the relationships among subjective time pressure, Type A scores, and organizational citizenship behavior. Perceived time pressure did not inhibit any form of citizenship behavior. Scores on the Achievement-Striving dimension of the Type A measure were positively related to the impe...
The personality dimensions agreeableness and conscientiousness were hypothesized to account for commonly shared variance between job satisfaction and organizational citizenship behavior (OCB). Findings from 99 employees in the United Kingdom and the United States indicate that these two dimensions do indeed account for substantial variance in satis...
Time pressure was manipulated in a laboratory task for 77 undergraduate subjects, who also responded to a measure of Type A syndrome. Afterwards, an occasion for organizational citizenship behavior was presented in the form of participation in a survey. Type A scores were unrelated to those on any measure of organizational citizenship behavior; tim...
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, affec...
A view of organizations as social contracts recognizes self-interests of individuals but does not explain the occurrence of unselfish contributions such as are denoted by organizational citizenship behavior (OCB). We propose that the concept of fairness, as applied to systems of relational contracts, provides a high-leverage construct for understan...
The conventional wisdom that justified managerial concern for job satisfaction was the belief that it determined productivity. In fact, research has never given much support to that belief. Thus, managers now pressed for short-term, bottom-line results might feel justified in giving short shrift to the concept of job satisfaction in the work group....
In this research we tested the relative importance of subjective appraisals of the job versus mood state in accounting for organizational citizenship behavior (OCB). A total of 369 individuals from two hospitals provided data concerning their typical mood state at work and appraisals of their jobs and their pay, and supervisors provided ratings of...
This article reviews recent evidence in support of Organ's (1977) argument that satisfaction more generally correlates with organizational prosocial or citizenship-type behaviors than with traditional productivity or in-role performance. An attempt is then made to interpret just what it is in satisfaction measures that provides this correlation, le...
Self-reports figure prominently in organizational and management research, but there are several problems associated with their use. This article identifies six categories of self-reports and discusses such problems as common method variance, the consistency motif, and social desirability. Statistical and post hoc remedies and some procedural metho...
The authors find reasons to question whether conventional measures of job satisfaction capture the original conception of 'morale'. In particular, evidence suggests that these measures reflect primarily cognitive evaluation rather than affective state or hedonic tone. Recent developments indicate that cognitive and affective systems may be somewhat...
A measure of a wide array of employee activities on the job was completed by employees' supervisors at two points in time; employees reported their own job satisfaction via the Job Descriptive Index. Implications of relationships much higher than typically found in the job satisfaction-performance literature are discussed. Apparently the dust has s...
152 part-time graduate students enrolled in an evening Master of Business Administration program in a major Midwestern university participated in an experimental study testing cognitive complexity as an interpretation of Fiedler's Esteem for Least Preferred Co-worker measure. The results contradict that interpretation: low scorers, but not high sco...
Argues that a category of performance called citizenship behavior is important in organizations and not easily explained by the same incentives that induce entry, conformity to contractual role prescriptions, or high production. Data were collected from 422 employees and their supervisors from 58 departments of 2 banks to examine the nature and pre...
This study assessed the value of the concept "noncontractual social exchange" (NSE) as a dimension describing leader behavior. Results of an experiment using an in-basket memo device showed that subordinate competence best pre dicted the intentions of such behavior by a sample of working adults: Subjects were more likely to initiate NSE with highly...
A three-month study examined the effects of personality on role adjustment processes among 102 entering MBA students. Path analysis showed that indirect effects, and the concept of trace effects, of initially measured neuroticism and external locus of control accounted for more variance in later role ambiguity and role-related stress than did a maj...
A persistent theme in discussions of professionals in organizations concerns the alienating effect of formalization. It is traditionally argued that structural formalization arouses conflict between administrative imperatives and professional norms. A case is presented for possible compensatory effects, and thus a more benign view, of formalization...
The effects of goal-setting on performance can be interpreted as operating through intentions or, as a rival hypothesis, due to increased arousal. The distinction is important, since (1) intentional effects on performance would bear a functional relationship to level of task difficulty or complexity different from that of arousal effects and (2) ar...
Rotter's (1966) measure of generalized expectancies concerning internal versus external locus of control has been found to correlate with a number of human performance variables. Internal subjects exhibit more effective use of information (Phares, 1968) and more sensitivity to subtle or peripheral stimulus cues (Lefcourt, 1967) than external subjec...
Little effort has been given to explaining the logic from which the satisfaction-causes-performance hypothesis came. Such logic may represent an embryonic version of contemporary theories of equity and reciprocity in social exchange. Findings relevant to the hypothesis offer support, if certain qualifying assumptions are made. The hypothesis is rei...
Discussions of alienation of professionals in industrial organizations typically attribute much of the alienation to formalization due to bureaucratic procedures. It was hypothesized that formalization exerts complex and opposing effects on alienation. Specifically, formalization would activate latent role conflict but also reduce role ambiguity. T...
Conducted a study of 106 graduate students (identified as high or low in neuroticism by scores on the Eysenck Personality Inventory) to test the hypothesis that task-role ambiguity is aversive in the presence of independently induced pressure and not aversive in a low-pressure situation; individual neuroticism was hypothesized to be a trait which e...
Conducted a study with a total of 142 graduate students in 3 classes to test the hypothesis that extraversion-introversion and external-internal locus of control would predict individual differences in responsivity to a specific organizational molar response contingency; extraversion-introversion and locus of control were measured by the Eysenck Pe...
Social exchange theory predicts that if a superior confers a social gift on a subordinate, the latter will feel obligated to reciprocate. A salient mode of reciprocation is compliance with superior's task norms. However, the theory of psychological reactance argues that imposing an obligation to reciprocate will generate counter-compliance if accom...
This study dealt with the issue of whether there are identifiable personality dimensions which moderate the impact of operant conditioning methods on the shaping of organizational behavior and performance. Specifically, Eysenck's hypothesis that Introverts condition more easily than Extraverts was tested by using a specific organizational molar res...
Administered a questionnaire containing Rotter's Internal-External Control Scale, a measure of role ambiguity, and 2 measures of job satisfaction to 94 scientists and engineers employed in an electronics firm. Results indicate that locus of control was related to both role ambiguity and satisfaction and that locus of control provided a greater inde...
Two studies examined the relationship between locus of control and clarity of self-concept, testing an adult sample of an industrial organization and a sample of undergraduates. Both studies show that clarity of self-concept is positively and significantly related to the degree of internality as measured by Rotter's I-E scale. These findings, which...
This study of the relationship of the received role (that is, a person's perceptions of what other organization members expect of him) to satisfaction with one's job presents four plausible models based on four variables: role accuracy, compliance, performance evaluation, satisfaction. These models are evaluated by the Simon-Blalock technique accor...
The need for organizations to adapt to their environments is the subject of considerable discussion. Often ignored is the fact that adaptation is achieved only through the behavior of individuals acting as boundary agents. The nature of the boundary agent's role appears to be quite different from that of internal organization roles. Effective bound...
In this experimental study of boundary role processes, an investigation was made concerning the effect of two independent variables on subjects' bargaining behavior. Subjects believed they had been arbitrarily chosen to represent their dyads in a mixed-motive bargaining situations and would be paid according to the evaluation of their performance b...
