| Supervisors as Stewards of Organizational Citizenship? An Examination of the Agreement Between Within and Across Group Effects of Employee OCBs on Overall Performance |
| | Bommer, William H. | Georgia State U. | wbommer@gsu.edu | 404-651-3185 |
| | Lilly, Bryan | U. of Wisconsin, Oshkosh | lilly@uwosh.edu | 920-424-7201 |
| | Using 109 managers’ ratings of 1,071 employees, the present research focuses on supervisor evaluations of OCBs and overall performance. At the individual employee level, we use supervisor evaluations of employees to gauge the degree to which supervisors value employees for engaging in specific OCBs. At the group level, we use supervisor evaluations of groups of coworkers to gauge the degree to which supervisors rate specific OCBs as impacting group performance. Our research question is whether supervisors value employees for engaging in OCBs in a manner consistent with how the supervisors rate the OCBs as impacting group performance. In other words, are supervisors “good stewards” of OCB?
Among the groups studied, the findings were that within groups, supervisors’ overall performance evaluations valued all of the citizenship behaviors (i.e., altruism, courtesy, civic virtue, conscientiousness, & sportsmanship). However, a reduced set of OCBs (courtesy, civic virtue, and conscientiousness) was associated with increased group member performance. Supervisors’ performance ratings apparently do not encourage OCBs in a manner that parallels their ratings of how OCBs impact group member performance. These findings indicate that supervisors value all OCBs – in some cases, regardless of whether they facilitate coworker performance.
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| | Keywords: Multi-level; Citizenship; Performance |
| Mediating and Moderating Effects of Role Definitions on Relationships Between Organizational Justice and Organizational Citizenship Behavior |
| | Taylor, Edward C. | U. of Kentucky | ECTAYL0@UKCC.UKY.EDU | (606)-257-4260 |
| | Tepper, Bennett J. | U. of Kentucky | BADBJT@UKCC.UKY.EDU | (606)-257-4260 |
| | We tested a conceptualization of the justice-OCB linkage that explicitly considers individuals' role definitions. We also explored the generalizability of the justice-OCB linkage to subordinates' evaluations of their supervisors' behaviors. Managers' perceptions of procedural justice correlated positively with their performance of mentoring activities and managers' role definitions mediated and moderated the relationship between procedural justice and supervisory mentoring. Managers with more favorable perceptions of procedural justice were more likely to define mentoring as in-role behavior which, in turn, translated into greater mentoring activity. In addition, procedural justice and mentoring correlated more strongly when managers viewed mentoring as extra-role behavior compared to when managers viewed mentoring as in-role behavior. We discuss implications of this conceptualization for OCB theory, research, and practice. |
| | Keywords: Organizational Citizenship |
| Reciprocity or 'It's My Job'?: Exploring Organizationally Directed Citizenship Behavior in a National Health Service Setting |
| | Coyle-Shapiro, Jacqueline A-M. | London School of Economics and Political Science | j.a.coyle-shapiro@lse.ac.uk | 0171-955-7035 |
| | Kessler, Ian | U. of Oxford | ian.kessler@templeton.college.oxford.ac | 01865-422-709 |
| | Purcell, John | U. of Bath | j.purcell@bath.ac.uk | 01225-826-742 |
| | This study examines the motivational basis of organizationally directed citizenship behavior in a UK National Health Service setting. Two explanatory mechanisms are examined. Relying on a social exchange framework, citizenship behavior is posited to reflect employee reciprocity for fair treatment by the organization. Alternatively, employees are hypothesized to engage in citizenship behavior because those behaviors are conceptualized as part of the job. Using a survey of 380 hospital employees, the results suggest that the two motivational forces are relevant. Employees are likely to engage in OCB type behavior as a consequence of defining those behaviors as part of their job. Coexisting with the motivation of "it's my job" is an effect of organizational commitment resulting from fair treatment. The effects of job definition and commitment seem to represent different manifestations of the same motivational basis: that is, fair treatment, rather than two different motivational explanations. Consequently, why individuals engage in OCB may be interpreted as different on the surface but the underpinning motive to reciprocate as a consequence of fair treatment remains common. The distinction between its part of my job and the need to reciprocate may be of greater superficiality than significance. |
| | Keywords: citizenship behavior ; fair treatment ; National Health Service |
| Getting More Than You Bargained For: Empirical Evidence of Organizational Citizenship Behavior from the Health Care Industry |
| | Koberg, Christine S. | U. of Colorado, Boulder | christine.koberg@colorado.edu | 303-492-8677 |
| | Boss, R. Wayne | U. of Colorado | wayne.boss@colorado.edu | (303)-492-8488 |
| | Bursten, Regina Pacheco | U. of Colorado, Boulder | pachecob@colorado.edu | (303) 492-8677 |
| | Goodman, Eric A. | Fort Hays State U. | bueg@fhsu.edu | (785)-628-5877 |
| | This study examined the correlates and consequences of Organizational Citizenship Behavior (OCB) among a graoup of 340
technically skilled, professionals, and managerial hospital employees (261 women and 79 men). Individual as well as group and
organizational characteristics all influenced organizational citizenship behaviors (OCB's). OCB was a negative predictor of intent to
leave the organization. |
| | Keywords: Organizational Citizenship; Health Care Professionals; Citizenship Behaviors |