- April 2007
- Journal of Applied Psychology 92(2):555-66
DOI:10.1037/0021-9010.92.2.555
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- PubMed
Brian James Hoffman
Carrie A. Blair
John P Meriac
John P Meriac
David J. Woehr
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The authors investigate the construct validity of the organizational citizenship behavior (OCB)-task performance distinction by providing a quantitative review of the OCB literature. The authors extend previous meta-analytic reviews of the OCB literature by (a) using confirmatory factor analysis (CFA) to investigate the dimensionality of OCB, (b) using CFA to examine the distinction between OCB and task performance, and (c) examining the relationship between a latent OCB factor and task performance and attitudinal variables. Results support a single factor model of OCB that is distinct from, albeit strongly related to, task performance. In addition, results show that OCB consistently relates more strongly to attitudes than does task performance and shares a modest amount of variance with attitudinal correlates beyond task performance.
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Citations (482)
References (62)
... Smith, Organ, and Near (1983) introduced the term organizational citizenship behavior (OCB). The definitions of OCB have gone through many revisions, but the core constructs were the same (Hoffman et al., 2007). As a result, the rapid growth of research on OCB has contributed to numerous definitions of OCB. ...
School Climate and its Influence on Organizational Citizenship Behavior: A Theoretical Framework
... For instance, employees would be performing OCB when they stay late to carry out their work but they are not particularly requested to do so or go out of their way to support a colleague who faces challenging issues at work when that is not part of their formal role job requirement. In this study, we conceptualized OCB as a unidimensional construct since this approach depicts a more precise estimation of the association between OCB and other variables (Hoffman et al., 2007). Also, this approach of OCB and its measurement scale are commonly used in the recent literature (Chou et al., 2021;Fischer et al., 2020;Kim and Park, 2019). ...
The COVID-19 pandemic: Workplace safety management practices, job insecurity, and employees organizational citizenship behavior
How do organizations and employees react to the COVID-19 pandemic? Can workplace safety management practices (WSPs) maintain employees organizational citizenship behavior (OCB) in this time of global health crisis? Can employees perceptions of the risk associated with COVID-19 and job insecurity mediate the WSPsOCB relationship? Drawing upon social exchange and protection motivation theories, this research aims to answer such questions. Analyzing the survey data from 501 Vietnamese employees using SmartPLS software, we find that WSPs positively influence the OCB and negatively influence the perceived job insecurity. Furthermore, the perceived risk associated with COVID-19 positively affects perceived job insecurity and OCB. Unexpectedly, in the context of Vietnam, a developing country with a collectivist culture, WSPs increase the employees perceived risk associated with COVID-19 instead of reducing their fear. Also, employees perceptions of job insecurity are not statistically correlated with OCB. In addition, we reveal a partial mediating role of the perceived risk associated with COVID-19 in the WSPsOCB relationship. This research highlights the power of WSPs as well as measures to psychologically reassure employees during the pandemics.
... slow in commercializing their innovations, thus mirroring the passion of conventional entrepreneurs (Lex et al., 2020;Uy et al., 2020). We consider formal technology transfer as a form of an extra-role, organizational citizenship behavior (OCB; Dekas et al., 2013;Hoffman et al., 2007;Organ, 1997). As such, formal technology transfer on the part of academic entrepreneurs are behaviors that help their universities pursue strategic objectives (Brebels et al., 2014;Campbell, 2012), and does so in a manner that is compliant with organizational policy (Coleman & Borman, 2000;Podsakoff et al., 2000). ...
The role of justice perceptions in formal and informal university technology transfer
We extend organizational justice theory by investigating the justice perceptions of academic entrepreneurs regarding interactions with their universities. We assess how these justice perceptions influence the propensity of academic entrepreneurs to engage in different forms of commercialization, as well as the moderating role of entrepreneurial identity and prosocial motivation. We test our predictions using data from 1,329 academic entrepreneurs at 25 major U.S. research universities. Our results indicate that organizational justice is positively associated with intentions to engage in formal (i.e., sanctioned) technology transfer, and negatively associated with intentions to engage in informal (unsanctioned and noncompliant) technology transfer, which we characterize as a form of organizational deviance. Our findings also show that entrepreneurial identity and prosocial motivation (i.e., a focus on oneself vs. others) amplify and attenuate, respectively, the relationship between justice perceptions and technology transfer intentions. Finally, although intentions to engage in formal technology transfer predict subsequent behavior, intentions to engage in informal technology transfer do not. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
... OCB, in general, tends to be associated with environments that are viewed as friendly and respectful, wherein feelings and needs are valued and respected (Banki, 2010). Moreover, the direct recipients of OCB often experience positive emotions, such as happiness and gratitude (Hoffman et al., 2007), which should ultimately enhance relationship quality (Herman et al., 2008) at the team level. In all, OCB performed by individual team members should ultimately foster team-level relational social capital. ...
Team‐level servant leadership and team performance: The mediating roles of organizational citizenship behavior and internal social capital
Among the many approaches to leadership, servant leaders stand out for the emphasis they place on the importance of service to their followers, the organization, and the broader community. We develop and test a multilevel mediation model, in which the relationship between servant leadership and team performance is sequentially transmitted through individual‐level organizational citizenship behavior (OCB) and team‐based internal social capital. Multilevel structural equation modeling was applied to a sample of 343 teams, reflecting 835 respondents from various departments at 171 hotels in Spain; both top‐down (between team leaders and individual employees) and bottom‐up relationships (individual employee behavior and team outcomes) were assessed. As anticipated, individual‐level OCB and group‐level internal social capital fully mediated the positive effect of servant leadership on team performance. Our findings illustrate that servant leadership in the team‐based business enterprise context can foster virtuous individual‐level OCB to help build task‐focused community, in which leaders, followers, and teams can flourish for the common good. Thus, managers should know that serving their team members first and foremost is a positive for the flourishing of all involved. As such, policymakers should pursue communication and training initiatives to encourage the practice of servant leadership.
... The conditions under which employees actively contribute to an organization beyond their role requirements are increasingly important to scholars and managers (Marchington & Kynighou, 2012). This is because extra-role behaviors such as OCBs are positively associated with task performance, organizational productivity, efficiency, and customer satisfaction (Hoffman et al., 2007;Podsakoff et al., 2009). In their study on servant leadership, Walumbwa et al. (2010) found that the group-level mechanism of organizational climate moderated the differences between employee characteristics and employee OCBs. ...
Psychological entitlement and organizational citizenship behaviors: the roles of employee involvement climate and affective organizational commitment
The present study develops and tests an overreaching theoretical framework based on social exchange theory to examine the situations under which individuals with high levels of psychological entitlement are more or less likely to exhibit positive work attitudes and behaviors. In particular, we integrate perspectives from the team climate literature to analyze the moderating effects of employee involvement climate at the workgroup level on the relationship between psychological entitlement and organizational citizenship behaviors (OCBs) through the mediating mechanism of affective commitment (a first-stage moderated mediation model). To test our hypotheses, we collected data from 231 supervisor-subordinate dyads across 41 work teams at a large Chinese automobile manufacturer. We find that when the employee involvement climate level is high, the effects of psychological entitlement on OCBs through affective commitment are positive and significant. In contrast, when the employee involvement climate level is low, the relationship is negative and significant. The present study makes a theoretical contribution to the literature by examining the frequently neglected positive side of psychological entitlement. It demonstrates that a high employee involvement climate helps to engage psychologically entitled employees by circumventing previously unbalanced social exchange relationships. We also discuss the practical implications of our findings and provide suggestions for human resource managers to maximize the contributions of entitled employees and foster their organizational commitment and OCBs.
... Elle décroît au fil de la présence du salarié dans l'organisation. Pour ces auteurs, ce résultat s'explique par l'effet lune de miel de (Meyer et al., 2002 ;Hoffman et al., 2007). Lorsque le salarié adopte un comportement de citoyenneté organisationnelle, en d'autres termes quand il va au-delà du cadre strict de ses obligations contractuelles, il participe de manière volontaire à la bonne santé de l'organisation (LePine et al., 2002). ...
Implications organisationnelles rétrospective et actuelle : une explication de la relation par le fonctionnement de la mémoire
Ce travail doctoral propose de décloisonner les disciplines en rapprochant la littérature sur limplication organisationnelle de celle en neuropsychologie sur la mémoire autobiographique. Un état de lart sur limplication organisationnelle a révélé linsuffisante prise en compte du caractère heurté des carrières contemporaines. Or, ce nest pas parce que le salarié change dorganisation quil fait table rase de son passé. Des traces mnésiques de son implication dans sa précédente organisation subsistent et continuent à produire des effets au présent. Lambition de cette recherche est de tester lhypothèse générale de lexistence dun lien entre les implications organisationnelles rétrospective et actuelle. Les données empiriques collectées auprès de 385 salariés révèlent quun lien significatif existe entre ces deux implications. Ce lien nest altéré ni par les différences des caractéristiques respectives des deux organisations, ni par les conditions de rupture, le temps de transition entre les deux emplois, lancienneté chez lancien ou le nouvel employeur. Ce lien est en revanche renforcé lorsque le salarié se met psychologiquement à distance de son souvenir. Ces résultats peuvent être expliqués par les connaissances tenues pour acquises au sujet de la mémoire autobiographique. Puisque le salarié ne peut modifier son passé, il reconstruit le souvenir quil en garde à chaque évocation au présent afin de maintenir à la fois une cohérence avec son self actuel et un sentiment de continuité de lui-même dans le temps. En offrant une relecture continue des événements passés à la lumière du présent, le salarié limite les effets dissonants qui pourraient éventuellement apparaître. Ces résultats inédits montrent, au niveau théorique, limportance de la prise en compte du fonctionnement de la mémoire du salarié à lheure des carrières moins linéaires. Sur le plan managérial, ils débouchent sur des préconisations daction en particulier lorsque la mémoire du futur est intégrée. La mémoire autobiographique nest en effet pas uniquement tournée vers le passé. Les souvenirs et les connaissances de ses expériences passées fournissent au salarié un socle autobiographique qui lui permet dajuster son comportement dans le présent et de prendre des décisions pour son avenir. Le présent englobe une partie du passé et une anticipation du futur. Sur le plan méthodologique, ils révèlent que lorsque les études questionnent le passé, ce nest pas la réalité vécue qui est rapportée mais un souvenir reconstruit. Enfin, puisque la mémoire autobiographique individuelle est aussi tributaire de la mémoire collective, lensemble du phénomène ne peut être capturé quen les rapprochant. Nous avons inséré la mémoire autobiographique dans notre étude afin de compléter la littérature sur limplication organisationnelle. En procédant ainsi, nous proposons un programme de recherche denvergure.
... Previous studies, although insufficient, provide some explanations supporting the current findings. Hoffman et al. (2007) conducted a meta-analysis aiming to distinguish between OCB and task performance and to examine the relationship between the two variables as well. Their results show that task performance and OCB are distinct concepts, yet highly and positively linked to each other. ...
Co-Workers Support and Job Performance
In the context of a global pandemic affecting businesses worldwide, management focus is oriented to what would enhance the employees work performance even in crisis situations. This paper aims to identify, explore and explain the relationships between social support, task performance and organizational citizenship behaviour as well as different demographic data which might influence these variables. The final goal is to propose relevant solutions and recommendations for managers and practitioners in human resources which could be easily applied and have a major impact on individual performance as well as on the overall performance of the organization. The quantitative research is based on a sociological survey consisting of two standardized questionnaires based on tested Likert scales measuring co-workers perceived support, employees task performance and organizational citizenship behaviour. The sample consists of 300 pairs of employees and their direct supervisors working in services companies based in Romania. The surveys results are analysed by performing correlation and regression analyses in JASP 0.14.1.0 free software. The results show positive relationships between the variables yet it proves that co-workers support is not relevant for task performance. Valuable information regarding OCB and task performance can be added to the previous job performance research. Statistically significant relationships with demographic data could not be obtained. Further studies might consider a larger sample consisting of Europeans in more than one country as well as comparative analyses between countries and companies fields of activity.
The individuals' discretionary behaviors at work. An overview and analysis of its growing interest
Exploring the Nexus Between Internal Branding and Front-line Employees Performance in Indian Public Sector Banks: Serial Mediation Approach
This research investigates the underpinning mechanism stating how internal branding influences front-line employee performance. Specifically, it investigates the mediation and serial mediation effects of work engagement and job satisfaction between internal branding and organizational citizenship behaviours towards customers (OCBC) from 623 front-line employees within public sector banks of India. Results indicate that work engagement and job satisfaction fully and serially mediate between internal branding and OCBC. Job satisfaction only fully mediates the link between internal branding and OCBC. The research provides valuable insights to academicians and bank managers to adopt internal branding and leverage OCBC through work engagement and job satisfaction.
A glimpse into prosociality at work
Prosociality is an important part of the work context. For instance, employees, leaders, and organizations show various forms of prosocial behavior such as supporting colleagues suffering from heavy workload, voluntarily organizing social events fostering a good organizational climate, or providing goods and services that benefit society at large. From the plethora of constructs related to prosociality at work, I herein provide a brief introduction to the currently most prominent ones with regard to organizational members in general (organizational citizenship behavior) and leaders (servant leadership), respectively. Moreover, I briefly sketch how research on prosociality at work would probably profit from a stronger integration of research from related fields, within and beyond the organizational literature.
Conducting meta-analysis using SAS
Research Notes. Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans
Economic control frameworks such as agency theory start with the assumption that employee and employer interests naturally diverge, whereas alternative control frameworks imply that employee and employer interests are often aligned. Integrating these literatures, we hypothesized that value alignment moderates the impact of pay for performance on extrarole behaviors. Our study of employees in the utility industry supported this hypothesis. Pay for performance had a negative impact an extrarole behaviors for employees low in value alignment but not for employees high in value alignment.
The Influence of Cognitive and Affective Based Job Satisfaction Measures on the Relationship Between Satisfaction and Organizational Citizenship Behavior
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.
New dimensions in performance
The views of Kerry Bernstein of IBM on the development and prospects of 3D chip technology, are presented. Kerry Bernstein that he was skeptic when he was drafted to work on his company's development of 3D semiconductor architectures. He felt that he was dragged into a program that was going nowhere, however his opinion turned around as he saw more of the program. Bernstein's original wariness of 3D may have been due to an industrial misunderstanding of what it principally offers to the design arsenal, a misunderstanding that he seeks to correct. The 3D technology can enhance yields, if it is done correctly, because pressure can be taken off the density, and the silicon can be taken from one plane and moved to two or more, reducing the critical dimension area. The technology could be used in the high-performance market, and basically in servers, as it is not inexpensive.
Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research
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.
Effects of Ratee Task Performance and Interpersonal Factors on Supervisor and Peer Performance Ratings
The study examines the effects of a wide array of rater-ratee relationship and ratee-characteristic variables on supervisor and peer job-performance ratings. Interpersonal ratings, job performance ratings, and ratee scores on ability, job knowledge, and technical proficiency were available for 493-631 first-tour U.S. Army soldiers. Results of supervisor and peer ratings-path models showed ratee ability, knowledge, and proficiency accounted for 13% of the variance in supervisor performance ratings and 7% for the peer ratings. Among the interpersonal variables, ratee dependability had the strongest effect for both models. Ratee friendliness and likability had little effect on the performance ratings. Inclusion of the interpersonal factors increased the variance accounted for in the ratings to 28% and 19%, respectively. Discussion focuses on the relative contribution of ratee technical and contextual performance to raters' judgments.
Managerial Perceptions of Employee Commitment to the Organization
A model incorporating antecedents and outcomes of measures of manager-rated employee affective and continuance commitment was tested with 231 managers and 339 subordinates. Organizational citizenship behavior predicted manager-rated affective commitment, whereas side bets (age, tenure, and education) predicted manager-rated continuance commitment. Further, affective commitment was positively and continuance commitment negatively related to a variety of outcomes, including managerial potential and promotability. Implications are discussed.
Organizational Citizenship Behavior: The Good Soldier Syndrome
The impact of role conflict/facilitation on core and discretionary behaviors: Testing a mediated model
It was hypothesized that individuals perceiving high levels of conflict between their work and non-work life roles would exhibit reduced levels of organizational citizenship behaviors (OCB). A new measure of inter-role conflict and facilitation was tested on 169 full-time employed MBA students. Results primarily supported the direct effects of role conflict on OCB. However, organizational commitment was found to mediate the relationship between role conflict and the OCB dimension of loyalty. Research and organizational implications are discussed.
The Impact of Role Conflict/Facilitation on Core and Discretionary Behaviors: Testing a Mediated Model
It was hypothesized that individuals perceiving high levels of conflict between their work and non-work life roles would exhibit reduced levels of organizational citizenship behaviors (OCB). A new measure of inter-role conflict and facilitation was tested on 169 full-time employed MBA students. Results primarily supported the direct effects of role conflict on OCB. However, organizational commitment was found to mediate the relationship between role conflict and the OCB dimension of loyalty. Research and organizational implications are discussed.
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