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A Demographic Study of Information Technology Professionals' Organizational Citizenship Behavior

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Organizational citizenship behavior (OCB) has been suggested to facilitate organizational functioning. However, previous research has found that information technology (IT) professionals exhibit significantly lower OCB than non-IT professionals. To explain this phenomenon, this research includes demographic variables including age, gender, and tenure and examines their impact on the OCB of these highly skilled professionals. Using IT professionals as the unit of analysis with a sample size of 85, the results indicate that age and tenure are significant predictors of an IT professional's OCB. Results of this research can be used by organizations and managers to establish a work environment where OCB is encouraged.
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... Workers that perceive supervisor and organizational support for professional development are more likely to engage in OCBs. Few studies investigate whether men and women differ in emic OCBs (Chou and Pearson, 2011;Organ and Ryan, 1995). Feminine behaviors have been described as interpersonal in orientation, caring and tending to others. ...
... Kidder and McLean Parks (2001) argue that women tend to be more empathetic, caring, and receptive to helping and courtesy behaviors than men. Research by Chou and Pearson (2011) conclude that men show OCB behaviors related to civic virtue or courteousness, whereas women display more altruistic behaviors. Analogous findings were independently reached by Heilman and Chen (2005) when studying the United States (US). ...
... Evidence suggests that older workers tend to favor needs for affiliation and disfavor achievement, whereas younger workers have a greater need for achievement (Gyekye and Haybatollahi, 2015). As workers age, their behavior shifts from competing to collaboration and helping/sportsmanship, and altruistic activities (Chou and Pearson, 2011). Ng and Feldman (2008) have demonstrated a significant relationship between age and employees' perception of OCB with similar results found in a Chinese context (Wanxian and Weiwu, 2007); consequently, age affects how altruistic OCB is perceived among different generations. ...
Article
Purpose – The authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations. Design/methodology/approach – The authors researched the relationship between Mexican employees’ collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators. Findings – Collective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women. Research limitations/implications – Gender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study’s findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980). Practical implications – The results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources. Social implications – Global managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization’s sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity. Originality/value – The authors filled a gap in scholar’s understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.
... Studies show that age may influence the display of organizational citizenship behaviors within an organization, as younger employees (as opposed to older employees) tend to have more need for success and achievement than relationships (Gyekye et al., 2015). Therefore, employee behavior tends to vary from contending to helping as they increase in age (Chou & Pearson 2011). Ng and Feldman (2008) indicated a positive and significant connection between organizational citizenship behavior and age. ...
... Secondly, the organization indirectly assumes that these experienced staff members would socialize with, guide, and help the less experienced employees (Van Knippenberg, Van Prooijen & Sleebos 2015). However, the literature mostly appears to testify a positive association between years of work experience and organizational citizenship behaviors within Nigeria's work organizations (Ehigie & Otukoya 2005;Chou & Pearson 2011). However, recently, non-significant differences have been reported between years of work experience, tenure, and organizational citizenship behaviors within different cultural circumstances (Tan et al., 2014). ...
... participate more in organizational citizenship behaviors than their older counterparts who are 50 years old and above (M = 77.55). This outcome partially diverges from the assertion of Gyekye et al. (2015) and Chou and Pearson (2011), who suggested that as younger employees (as opposed to older employees) lean towards having more need for success and achievement than for relationship, hence, with age increase, employee behavior inclines toward varying from contending to helping. Hence, middle-aged (35-49 years old) employees engage more in citizenship behavior (Mean = 81.39) ...
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In response, employees exercise additional efforts within an organization environment as they perceive that an organization gives opportunities or resources and treats them according to the standard of exchange. Drawing on need theory, social exchange theory, and the two-factor theory, this paper, examines the influence of employee participation in decision-making (EPDM) and perceived organizational support (POS) on organizational citizenship behaviors (OCBs) within selected business organizations. The study's sample was drawn from 12 selected business organizations across some southwestern states (Lagos, Oyo, and Ogun) of Nigeria. This study adopts a quantitative research approach. The questionnaires were randomly distributed. Out of 600 questionnaires, 569 questionnaires were useful for analysis after analyzing the data with SPSS version 26. This paper showed that employee participation in decision-making and perceived organizational support pointedly and positively predict organizational citizenship behaviors within business organizations. Further investigation revealed that age significantly and positively predicts organizational citizenship behaviors, whereas an employee's educational qualification significantly and negatively predicts organizational citizenship behaviors. Therefore, organizational managers and human resources practitioners should encourage employees' organizational citizenship and discretional behaviors that promote organizational success. Besides, they should consistently work towards a significant reduction of negative stereotyping of older workers.
... Lin (2008), for instance, proves that women demonstrate higher knowledge sharing when encountering coworkers in need of assistance, whereas men will be more like to share their knowledge when trying to do the right thing and preventing others from problems. Challenging the findings above, some scholars prove no gender differences (Chou and Pearson 2011;Okediji et al. 2009). ...
... Among the less studied factors that also affect extra-role behaviors is tenure. A decade ago, Chou and Pearson (2011) analyzed the effect of tenure on extra-role behavior of IT professionals. Their findings suggest that tenure is a significant predictor of prosocial behavior. ...
Conference Paper
Many contemporary organizations pit on information security policy compliance to combat information security threats originating from their own workforce. However, recent findings suggest that employees’ adherence to security rules and regulations alone is insufficient to protect organizational assets. Instead, extra-role security behavior – actions that go beyond what is specified in policies and are beneficial to the firms – is needed. So far, research with regard to extra-role security behavior is meager, in particular concerning contextual determinants influencing whether employees exhibit prosocial behaviors or not. Hence, this paper uses predictive modeling, or more precisely supervised machine learning, to classify employees according to their likelihood of exhibiting extra-role security behaviors. Results indicate that informational, social, and task context factors significantly impact the performance of extra-role security behavior.
... But the present finding is quite contradictory that gender does not affect the OCB of IT employees. This finding is supported by the findings of Chou & Pearson (2011) and Murugesan et al. (2013) reported that in IT industry Men and Women do not differ significantly in their OCB. ...
... It is concluded that software executives differ in their organizational citizenship behaviour on the basis of their experience. The findings of Ehigie & Otukoya (2005) and Chou & Pearson (2011) indicated that employees differ significantly in their OCB based on experience, supported the present finding. ...
Article
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The relationship between an employee and employer is significantly related to the employee’s job satisfaction. Emotionally bounded employees can show higher commitment towards organization’s goals and values and they used to stand for the organization. But, the present scenario revealed that in IT industries it is very difficult for organisations to handle attrition rate due to the global market openings. Loyalty is one of the biggest concerns among organizations and its employees. Organizational citizenship behaviour talks about the loyalty and commitment of employees in organizations, which in turn reflects the motivation and dedication of people for their organization. Since the software industry is consistently facing the problem of employee attrition, it is imperative to study the organizational citizenship behaviour among IT executives. Results revealed that IT executives with higher age displayed significantly higher organizational citizenship behaviour. Similarly, experience has a significant effect on the OCB of IT executives. It is also found from the study that loyalty and obedience qualities are significantly low among IT executives
... The author controlled for some demographic characteristics (gender and tenure), which has been shown to have associations with emotional exhaustion (Brewer and Shapard, 2004) and OCB (Chou and Pearson, 2011). ...
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Purpose This study uses the Conservation of Resource theory to examine the influence of abusive supervision on organizational citizenship behavior (OCB) via emotional exhaustion, using a moderated mediation framework. Design/methodology/approach A questionnaire was adapted to collect data from 212 full-time employees in 22 private health centers in Nineveh governorate in Iraq in two waves. Hypotheses were tested using hierarchical regression and bootstrapping analyses. Findings This study suggests that workplace friendship reduces the positive relationship between abusive supervision and emotional exhaustion of employees and reduces the negative indirect effect of abusive supervision on OCB. Originality/value First, this study provides academicians with a better understanding of the moderating effect of workplace friendship on the relationship between abusive supervision and emotional exhaustion and then its impact on OCB. Second, the paper is one of the few studies that dealt with the abusive supervision in the health sector using data from the Middle East in Iraq, while most leadership research is conducted in the western part of the world.
... Por ello con el incremento de la edad, los comportamientos de ciudadanía organizacional dejan de ser un elemento de competencia para formarse como acciones de apoyo (Chou y Pearson, 2011). ...
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Actualmente los comportamientos de ciudadanía organizacional (CCO). Son factores que produce el éxito organizacional, debido a que proporcionan un acceso en la adaptación del entorno. Así mismo la edad se desarrolla como un elemento que contribuye directamente en la productividad y el rendimiento de los trabajadores, el estudio analiza la relación entre ambos variables, esto en los proveedores que pertenecen a la cadenada de valor de una empresa siderúrgica internacionalmente. Se diseñó un estudio cuantitativo y transversal, donde se aplicó un instrumento con un total de 29 ítems, a un total de 87 proveedores de dicha empresa. Se realizaron análisis de correlación como variable independiente la variable generacional edad; la variable dependiente son los CCO. Los resultados evidenciaron que la variable independiente no influye en la variable dependiente, debido a que los niveles de significancia se encuentran por encima del rango estipulado.
... Crawley, et al., (2015); Mitonga-Monga, et al., (2017) have suggested the need for sufficient investigations on the role demographic characteristics may have on citizenship behavior practices. Chou & Pearson, (2011);Tambe & Shanker, (2014) also argued for the need to understand demographics relevant to citizenship behavior among employees. Mahnaz, et al., (2013) explored the relationship between OCB and demographic characteristics (sex, marital status, academic qualification, type of profession, salary and wages, ethnicity, job position and duration of employment) among hospital workers. ...
Article
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Purpose: Government institutions through it employees play a vital role in steering and implementing government’s vision and policy for the benefit of the citizens. However, the work habits of many government employees to have failed to meet public expectations thus perennial complaints. Globally, Self-efficacy and Organizational Citizenship Behavior are concepts commonly researched and practiced among private sector organizations for better work performance. Although, these constructs have not received favorable consideration among public sector scholars and practitioners in the Africa, entrenching positive work behavior among employees for improved service delivery is universal and widely advocated for in the literature. It is a day today responsibility of managers, however studies have bestowed this role in the organization in general rather than the actual drivers of positive work behavior. The purpose of this study was to examine whether self-efficacy and the demographic characteristics of senior public officers influence their engagement in citizenship behaviors. Methodology: Guided by social exchange theory and social cognitive theory, the study adopted a cross sectional quantitative survey design. Target population was the middle level employees in public service in Kenya. Data was collected using questionnaires, (N=389) determined by stratified sampling procedure and analyzed to derive descriptive and inferential statistics using SPSS computer software. From the multiple regression model (1), R2 = 0.042 showing that demographic characteristics accounted for 4.2% variation in OCB, while model (2) shows R2 =0.17 indicating that Self-efficacy accounted for 17.1% of OCB. Self-efficacy had significant relationship with Organizational citizenship behavior (β1= 0.362, p<0.05). Age had a positive significant relationship (β= .204, p<0.05) with OCB. Tenure was found to relate negatively with OCB (β= -.183 (p<.05). Findings: The findings showed that Self-efficacy and age were strong determinant of OCB, thus the higher the employees’ age and psychological and emotional self-belief the higher their tendency to exhibit extra role behavior at the work place. Employee’s practice of discretionary behaviour to help colleagues solve organizational or personal problems is not just a matter of chance but a fully conscious decision informed of ones’ personal characteristics. Unique Contribution to Theory, Practice and Policy: The study affirmed the applicability of the social exchange and social cognitive theories among public sector workers. As such, managers in public institutions should strive to identify, promote and nurture employee’s personal traits that contribute to practice of positive work behaviours like citizenship behaviour at the work place in their endeavor to improve public service delivery.
... Organizational citizenship behaviors refer to an IT professional's set of voluntary, prosocial behaviors that contribute to promoting and maintaining the wellbeing of their employing organization (Chou & Pearson, 2011;Paré & Tremblay, 2007). Embeddedness research indicates support for highly embedded professionals contributing to the workplace through voluntary prosocial OCBs (Lee et al., 2004;Singh et al., 2020). ...
Article
Over the course of their careers, IT professionals become embedded in their workplace. In the organizational behavior literature, research has found that job embeddedness provides direct, positive benefits for employers, including lower turnover intentions, lower levels of withdrawal behaviors, lower actual turnover, and more. In this paper, we present a more nuanced view, namely that embeddedness among IT professionals may influence the development of professionalized mindsets, which, in turn, has a mix of positive and negative consequences. To understand these relationships, we introduce a concept called workgroup embeddedness (WGE). WGE captures how IT professionals become embedded in their organizational workgroup or unit. We report a multiphase study that (1) developed a measure of WGE, (2) established the validity of WGE, and (3) evaluated the implications of WGE among 150 IT professionals using data collected at two points in time. We found that WGE drives an increase in professionalism, which, in turn, increases work-life conflict. Also, we found that both WGE and professionalism positively influence organizational citizenship behaviors. These findings indicate that WGE may play a role in socializing and driving more professionalized mindsets among IT professionals, such as professional identification, which leads to positive outcomes like citizenship behaviors but may come at the expense of negative consequences in professionals’ nonwork lives. Post hoc findings highlight that belief in public service and identification with the IT profession influence work-life conflict and organizational citizenship. We conclude with implications for research and practice.
... Chowdhury (2013) added that in today"s business OCB can play an important role in the sustainability of the organisations. Nevertheless, there seems to be a growing interest on the effect of demographic characteristics on organisational citizenship behaviour in the modern work setting, hence the increased importance of OCBs in the workplace (Chou & Pearson, 2011;Tambe & Shanker, 2014). Research regarding cross-cultural differences reveal the difference between the perceptions of OCB dimensions among different nationalities (Blakely, Andrews & Fuller, 2005). ...
Article
هدفت هذه الدراسة إلى تعرف مستوى ممارسة سلوك المواطنة التنظيمية لدى رئيسات الأقسام التعليمية في جامعة الأميرة نورة بنت عبدالرحمن من وجهة نظر أعضاء هيئة التدريس في الجامعة، وقياس تنوع هذا السلوك وفقا لنوع الكليات، والوقوف على الصعوبات التي قد تحد من ممارسة رئيسات الأقسام التعليمية لسلوك المواطنة التنظيمية. تكوّن مجتمع الدراسة من جميع أعضاء هيئة التدريس في الجامعة خلال عام 2018م، واستخدمت الدراسة المنهج الوصفي المسحي. ولتحقيق الهدفين الأول والثاني، تم توزيع استبانة إلكترونية عن طريق عمادة البحث العلمي؛ وبلغ عدد المستجيبات 570 عضو هيئة تدريس يمثلن عينة عشوائية، ولتحقيق هدف الدراسة الثالث تم استخدام المقابلة (المباشرة وغير المباشرة) مع 28 من رئيسات الأقسام التعليمية. توصلت الدراسة إلى أن مستوى ممارسة سلوك المواطنة التنظيمية لدى رئيسات الأقسام التعليمية في جامعة الأميرة نورة بنت عبدالرحمن من وجهة نظر أعضاء هيئة التدريس كان متوسطاً؛ بمتوسط حسابي 3.27، وأنه لا توجد فروق دالة إحصائيا وفقا لنوع الكلية (إنسانية أو علمية) عدا مجال الروح الرياضية كانت دالة في اتجاه فئة الكليات الانسانية، وكذلك مجال الامتثال دالة في اتجاه فئة الكليات العلمية، كما تبين وجود عدد من الصعوبات التي قد تحد من ممارستهن لسلوك المواطنة التنظيمية.
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Countering arguments that employee benefits are unrelated to both worker performance and perceived organizational support, I developed and estimated a model that links work-life benefits to organizational citizenship behavior directly, through obligations incurred as a result of social exchange, and indirectly, through enhanced perceptions of organizational support. Significant, positive relationships were found between workers' assessments of the usefulness of work-life benefits and three measures of organizational citizenship. Although perceived benefit usefulness contributed to perceived organizational support, perceived organizational support did not in turn foster organizational citizenship as measured in this study.
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One of the most widely believed maxims of management is that a happy worker is a productive worker. However, most research on the nature of the relationship between job satisfaction and job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. One reason for this might lie in the way in which job performance is measured. Numerous studies have been published that showed that using Organizational Citizenship Behavior to supplant more traditional measures of job performance has resulted in a more robust relationship between job satisfaction and job performance. Yet, recent work has suggested that the relationship between job satisfaction and citizenship may be more complex than originally reported. This study investigated whether the relationship between job satisfaction and citizenship could depend upon the nature of the job satisfaction measure used. Specifically, it was hypothesized that job satisfaction measures which reflect a cognitive basis would be more strongly related to OCB than measures of job satisfaction which reflect an affective basis. Results from data collected in two midwestern companies show support for the relative importance of cognition based satisfaction over affect based satisfaction. Implications for research on the causes of citizenship are discussed.
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The relationship between organizational citizenship behavior (OCB) and two organizational rewards-salary and promotion-was examined. Employee gender also was tested as a moderator. Data from 440 individuals employed in multiple settings indicated that individuals who reported engaging more frequently in OCB directed toward the organization (OCBO) also reported receiving more promotions. Further, results indicated that gender was a moderator such that the relationship between OCBO and promotion was stronger for males than for females. The results also revealed an interaction between OCB directed toward individuals (OCBI) and OCBO. Specifically, high OCBI and low OCBO related to lower promotion rates than did low OCBI and low OCBO. Results are discussed in terms of implications for individual career development.
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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 intuitive sense that job satisfaction matters. Authors Dennis W. Organ, Philip M. Podsakoff, and Scott B. MacKenzie offer conceptual insight as they build upon the various works that have been done on the subject and seek to update the record about OCB.
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The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain. This paper critically examines the literature on organizational citizenship behavior and other, related constructs. More specifically, it: (a) explores the conceptual similarities and differences between the various forms of "citizenship" behavior constructs identified in the literature; (b) summarizes the empirical findings of both the antecedents and consequences of OCBs; and (c) identifies several interesting directions for future research.
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This study examines the relationships between organizational citizenship behaviors (OCBs) and knowledge sharing using gender as a moderator. In the proposed model, five components of OCBs—altruism, courtesy, conscientiousness, sportsmanship, and civic virtue—influence knowledge sharing. Gender stereotypes have a moderating effect on each path and a main effect on each antecedent. These moderating effects are simultaneously examined using data obtained from employees at various companies who attend evening college classes for advanced study in Taiwan. A moderating test reveals that the influence of altruism on knowledge sharing is stronger for women than for men, while the influences of courtesy and sportsmanship on knowledge sharing are stronger for men than for women. Lastly, the influences of conscientiousness and civic virtue on knowledge sharing are similar between women and men. Implications of empirical findings are also discussed.