Content uploaded by Linn NA Van Dyne
Author content
All content in this area was uploaded by Linn NA Van Dyne on Oct 28, 2019
Content may be subject to copyright.
Job creep: A reactance theory perspective on organizational citizenship behavior as over-fulfillment of obligations
... Another possible downside that can be explored is the notion of "mandatory civic duties." This pertains to scenarios in which supervisors hold elevated anticipation for their staff members and require them to surpass their assigned duties (Van Dyne & Ellis, 2004;Vigoda-Gadot, 2006). Bolino and colleagues (2010) proposed the idea of "civic obligation stress," which pertains to a unique work requirement that motivates workers to participate in OCBs.The research discovered a correlation between societal expectations and the extent of OCB. ...
... OCB has been widely acknowledged as a fundamental aspect of organizational behavior. It encompasses voluntary and discretionary behaviors that surpass the requirements outlined in job descriptions (Van Dyne & Ellis, 2004;Vigoda-Gadot, 2006), ultimately positively impact organizations (Bolino et al., 2002;Hamid et al., 2022;Organ, 1988;Organ et al., 2006). This article has endeavored to thoroughly analyze OCB to reveal obstacles and thought-provoking perspectives that question commonly accepted beliefs. ...
Organizational Citizenship Behavior (OCB) is a crucial component of organizational behavior. This concerns the extra effort employees put forth outside their designated job duties. This study investigates OCB by analyzing its intricacies, difficulties, and perspectives. It aims to promote discussions and contribute significantly to advancing practice and research. The literature describes OCB as a complex concept involving voluntary activities, including assisting coworkers, contributing ideas, and enhancing the workplace. Studies prove its benefits in numerous aspects. It improves teamwork, employee happiness, and efficiency while reducing turnover. As a result, this nurtures a favorable organizational atmosphere and enhances employee welfare. This study explored the benefits and challenges of OCB. It highlights the lack of clarity in defining and categorizing OCB, the possible negative consequences of providing incentives, and the dangers of employee exhaustion. This necessitates re-evaluating the understanding, evaluation, and moral decisions of OCB. Further investigation into OCB should consider the influence of cultural variances, individual motivations, and contextual elements on both OCB and the overall welfare of employees. Future studies should investigate the impact of organizational culture, leadership approaches, and industry factors on OCB and the overall welfare of employees.
... As Bolino et al. (2010) indicated, in contemporary organizations employees are expected to be "good soldiers" who are very active members of the organization, cooperative, committed, and willing to engage in extra-role work activities. Moreover, employees' extrarole behavior become slowly and gradually viewed by coworkers as in-role behavior ("job creep") and employees feel pressure to do more than their formal requirements and responsibilities (Van Dyne and Ellis, 2004). One extra-role behavior in organizations is helping, although pressure of helping others was found to evoke negative affect and deviant behavior (Koopman et al., 2020). ...
Purpose
Knowledge hiding in organizations is perceived as counterproductive knowledge behavior that is negatively related to employees creativity and job performance, but positively affect workplace deviance and turnover intention. The extent to which knowledge hiding develops is largely determined by personal characteristics and the work environment. However, there is a lack of research on the relationship between individual intellectual capital and knowledge hiding. This study aims to investigate the underlying mediation and moderation mechanisms of the relationship between individual human capital and knowledge hiding. The study explores the mediating role of pressure of helping others and negative emotions, and the moderating role of perceived organizational politics.
Design/methodology/approach
The data were collected in two waves, in January and February 2024, from 424 Polish employees with high intellectual capital. Partial least squares path modeling was used to test the research hypotheses.
Findings
Individual human capital is positively related to the pressure of helping others and negatively related to negative emotions. Pressure of helping others mediates the relationship between individual human capital and knowledge hiding. Contrary to expectations, negative emotions do not mediate the relationship between the pressure of helping others and knowledge hiding. The interaction of individual human capital and perceived organizational politics is positively related to knowledge hiding.
Practical implications
To decrease knowledge hiding, managers should promote meritocracy in the organization and reduce employees’ behaviors that are selfish and based on political games. Employees with high human capital should be provided with support to relieve the pressure of helping others and the negative emotions which are associated with the pressure of helping others.
Originality/value
Based on psychological ownership and reactance theories, to the best of the author’s knowledge, this study is the first to explore the relationships between individual human capital and knowledge hiding.
... Organizational Citizenship Behavior both within the individual and organizational spheres is a priority concern, to respond to dynamic environmental challenges and intense competition in an all-digital era, organizations must develop and enhance knowledge about the main organization, namely human resources (Medsker et al., 1994;Newstrom, 2011;Luthans et al., 2012;McShane & Glinov, 2015;Rohman et al., 2022). There needs to be a change in the Human Resources (HR) function, which previously served as executive staff to become a strategic partner and agent of change (Yukl & Van Fleet, 1982;Podsakoff et al., 2000;Van Dyne & Ellis, 2004;Organ et al., 2006;Soelton et al., 2023) Furthermore, in addition to the resulting output being very beneficial for an organization, maximum results will be achieved if employees are expected to increase the function of understanding the potential of the individual himself, his family, and society, to increase added value in the standard of living (Steyrer et al., 2008;Soelton et al., 2020). ...
Schools as educational institutions are expected to be able to produce quality human resources and are supported by high teacher competence, teachers must be reliable and must appear professional to be able to give birth to future generations who are intelligent and have character. This study aims to analyze the effect of Organizational Commitment and Work-Life Balance on Organizational Citi- zenship Behavior through Learning Organization mediation in elementary school teachers in West Jakarta. The sampling of 72 teachers was saturated, and the analysis was carried out quantitatively us- ing the questionnaire method and using the Structural Equation Model (SEM) with the Smart–PLS analysis method. The conclusion of the research Organizational Commitment and Work-Life Bal- ance has a significant positive effect on Organizational Citizenship Behavior, Organizational Com- mitment and Work-Life Balance have a significant positive effect on Learning Organization, Learn- ing Organizations have a significant positive effect on Organizational Citizenship Behavior. Learning Organization is not able to mediate the effect of Organizational Commitment on Organizational Citizenship Behavior as well as Learning Organization is not able to mediate the effect of Work-Life Balance on Organizational Citizenship Behavior.
Çalışanlar tarafından bir kez gönüllü olarak sergilenen bir davranışın sürekli olarak beklenir hale gelmesi ve bu beklentinin çalışan tarafından gerçekleştirilmeye devam edilmesi iş taşması olarak değerlendirilmektedir. Bu çalışmanın amacı çalışanların iş taşmasının belirlenebilmesine yönelik bir ölçme aracı geliştirmektir. Bu kapsamda öncelikle literatür doğrultusunda beşli Likert tipinde hazırlanan ve 33 maddeden oluşan bir madde havuzu oluşturulmuştur. Uzman görüşleri ile bu sayı 16 maddeye indirilerek aday ölçeğe pilot bir uygulama yapılmıştır. Pilot uygulama sonrasında 3 madde iptal edilerek aday ölçeğe son hali verilmiştir. Daha sonra 1000 kişilik herhangi bir sektörde çalışan araştırma grubuna aday ölçek uygulanmıştır. Elde edilen veriler istatistiksel analizlere tabi tutulmuş ve ilk olarak araştırma grubundan elde edilen verilerin yarısına açıklayıcı faktör analizi (AFA) uygulanmıştır. AFA, 13 maddelik aday ölçeğin 3 boyuttan oluşan bir yapıda olduğunu ortaya koymuştur. Ölçeğin alt boyutları; ek iş yükü, geri çekilme ve yardımseverlik şeklinde adlandırılmıştır. Ardından geri kalan verilere doğrulayıcı faktör analizi (DFA) uygulanmıştır. DFA sonucunda aday ölçeğin yapı geçerliliğinin sağlandığı görülmüştür. Son olarak aday ölçeğin güvenirlik analizlerinde de beklenen değerlere ulaşılması ile İş Taşması Ölçeği’nin geçerli ve güvenilir bir ölçme aracı olduğu sonucuna ulaşılmıştır.
Despite the well identified personality-related factors that drive ostracism, the dual role that a proactive personality plays in influencing ostracism has received little scholarly attention. Drawing on social exchange and social comparison theories, we develop a social relational model of peers’ reactions to a focal proactive member. Findings reveal that a focal member’s proactive personality not only enhances peers’ cognition-based trust in the focal person, but also triggers peers’ feeling of relative deprivation. The peers’ cognition-based trust, in turn, weakens—whereas the feeling of relative deprivation strengthens—peers’ ostracism of the focal proactive member. The focal member’s prosocial motive and proself motive further moderate these relationships. Specifically, prosocial motive strengthens the negative indirect relationship between a focal person’s proactive personality and peers’ ostracism through peers’ cognition-based trust in the focal person. Moreover, proself motive amplifies the positive indirect relationship between a focal person’s proactive personality and peers’ ostracism through peers’ feeling of relative deprivation.
Today, the leading concern in managing organizational behavior and human resources is to improve the individuals’ performance working in the organization with the aim of increasing their efficiency. The time dimension of the work has become more critical due to the expansion of global competition and the increased demand for urgent access to products and services. Because in desired time management, determining the goals and priorities, as well as monitoring time used, can provide the effectiveness of occupational processes, maintenance of occupational balance, and success in employee-organization relationships (EOR) by facilitating productivity and reducing stress. This chapter is presented with the aim of theoretical research to identify the effectiveness of time management in EOR dynamics. This research is conducted with a descriptive-analytical method by reviewing literature reviews and library studies. The findings explain and identify the commonalities between time management and EOR, such as manager clarification and foresight in strategic decision-making, manager futurology path, stress management, creativity and innovation, work-family flexibility, job satisfaction, and organizational performance improvement. These commonalities somehow integrate the two areas of employee-organization relationship and time management, and the realization of each can make us experience its synergistic effect in the improvement and dynamics of organizational relationships and the stability of time management.
Background
Employees who willingly spend additional time at work can reap rewards such as higher labor input and improved performance. As a result, managers and employees have been urged to increase their volunteer activities in the workplace. However, researchers have found that employees may experience great pressure to perform citizenship behaviors, which is so widespread in today’s working settings that scholars have invented a new term “compulsory citizenship behavior" to describe it. It is widely acknowledged that compulsory citizenship behavior likely has a negative impact on employee well-being and the achievement of organizational goals in the long run. However, there is little empirical research on the effect of compulsory citizenship behavior on the mental health of employees, which eventually affects their job performance.
Aim
This research attempts to identify the relationship between compulsory citizenship behavior and job performance. Based on relevant literature, this research divides job performance into three constructs: work performance, contextual performance, and counterproductive work performance. What’s more, other constructs such as job satisfaction and self-efficacy are introduced in this research in order to better understand this relationship.
Method
Hypotheses are generated through the review of literature and logic analysis according to relevant theories. 312 samples were collected in this research to examine the relationship between compulsory citizenship behavior and job performance. Firstly, this research employs SPSS 20 to have a preliminary check and generate the descriptive analysis for the samples. Secondly, Mplus 8 is utilized in this research to analyze the reliability and validity of the research tool and the general hypothesis of this research. Thirdly, we test the moderating role of self-efficacy in the relationship between compulsory citizenship behavior and job satisfaction and the mediating role of job satisfaction in the relationship between compulsory citizenship behavior and job performance.
Results
Based on the samples collected, this research finds compulsory citizenship behavior will not influence work performance in a significant way. Besides, although compulsory citizenship behavior has a positive influence on contextual performance, the effect is so slight that we may need to reconsider whether supervisors should put too much pressure on employees to perform citizenship behavior with the aim of improving job performance. What’s more, compulsory citizenship behavior will lead to low job satisfaction and more counterproductive work behavior among employees. Last, an employee with high self-efficacy is more likely to be happy with his or her job, even if he or she is under pressure to act like a good citizen.
Conclusion
At least three conclusions could be generated. 1) Compulsory citizenship behaviors are unlikely to improve job performance significantly in the workplace. On the contrary, it will contribute to a low level of job satisfaction among employees and encourage them to frequently adopt counterproductive work behaviors; 2) job satisfaction serves as a mediating role between compulsory citizenship behaviors and job performance (specifically, contextual performance and counterproductive work behaviors); and 3) self-efficacy will likely assist employees to be satisfactory workers, and in turn influence job performance.
Implications for managenial practice
Managers should reconsider the necessity of adopting compulsory citizenship behavior to improve job performance. In order to maintain job satisfaction among employees at a high level and avoid the negative consequences of compulsory citizenship behavior, supervisors need to design programs to improve the self-efficacy of employees.
This chapter evaluates contemporary research perspectives on organizational citizenship and counter-productive work behaviors. Organizational citizenship and counter-productive work behaviors are two seemingly opposite types of active and volitional employee behaviors, which are classically studied by organizational behavior (OB) researchers. The latter, which might harm the organization, and the former, which might be beneficial, are often studied separately and are usually treated as opposites with respect to determinants and consequences within the traditional literature. Some studies on the relationships between positive and negative citizenship behavior, including counter-productive work behaviors, have been published in recent years; however, the results remain inconclusive. Although organizational citizenship behaviors (OCBs) and counter-productive work behaviors (CPWBs) seem to be opposite in nature, emerging research has suggested that the relationships between these two categories of behavior might be more complex than initially assumed. Further, recent developments suggest that even counter-productive behaviors may be perceived as ‘constructive deviations’ that can potentially have beneficial consequences for organizational effectiveness. Such developments within research are assessed in this chapter and gaps are also highlighted.
ResearchGate has not been able to resolve any references for this publication.