| A Common Conceptual Space for Employee Extra-Role Behaviors |
| | Pawar, Badrinarayan Shankar | City U. of Hong Kong | mgpawar@cityu.edu.hk | (852)-2788-7858 |
| | Eastman, Kenneth K. | Oklahoma State U. | eastman@okway.okstate.edu | (405)-744-8646 |
| | Employee extra-role behaviors (ERBs) such as positive, negative, and political behaviors have significant organizational consequences. Though all these behavioral forms have the commonality of being employee ERBs, the existing research has largely studied each of these ERB forms as a separate phenomenon. The existing research also has not adequately interlinked the conceptual specifications for these ERB forms. As a result, though some researchers have noted the presence of similarities and distinctions among some of the ERB forms, they have not systematically specified these similarities and distinctions. In order to systematically interlink these ERB forms and to highlight the similarities and distinctions among them, it is necessary to specify these ERB forms in a common conceptual space. We do this in the present paper. Based on the review of the existing research in positive, negative, and political ERB forms, we identify two dimensions and use these dimensions to specify a typology of ERBs. This typology specifies various ERB forms in a common conceptual space. We also outline how the specification of ERB constructs in the proposed typology highlights the similarities and distinctions among various ERBs and how it may help in the development of a unified explanatory framework for ERBs. |
| | Keywords: ERB; Typology |
| Attributions of the "Causes" of Performance as an Alternative Explanation of the Organizational Citizenship Behavior / Organizational Performance Relationship |
| | Bachrach, Daniel Gregory | Indiana U., Bloomington | dbachrac@indiana.edu | (812) 323-2061 |
| | Bendoly, Elliot | Indiana U., Bloomington | ebendoly@indiana.edu | (812) 855-8440 |
| | Podsakoff, Philip M. | Indiana U., Bloomington | podsakof@indiana.edu | (812) 855-2747 |
| | The relationship between false performance feedback and OCB in work teams was examined to study the organizational citizenship
behavior / performance relationship. Ninety-five teams of business students (n = 412) participatedin a labor-scheduling simulation over a local
area network in a laboratory experiment. Continuous levels of false performance feedback on the scheduling task were provided to teams.
Results support the hypothesis that OCBs in work groups may in part be a function of performance feedback.
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| | Keywords: organizational citizenship beh; attributions; organizational performance |
| Understanding Prosocial Constructs in Organizational Behavior Theory and Research: Toward a Role Theory Conceptualization |
| | Morgeson, Morgeson Phillip | Texas A&M U., College Station | FMorgeson@cgsb.tamu.edu | 409-845-4045 |
| | The past 15 years has witnessed increased attention on aspects of performance variously termed organizational
citizenship behavior, prosocial organizational behavior, organizational spontaneity, and contextual performance.
These prosocial constructs have generally focused on performance that extends beyond in-role or typical task
performance. Unfortunately, this literature is beset by a number of conceptual ambiguities, a lack of a clear
understanding of how these concepts relate to one another, and no integrative theoretical framework. The current
paper reviews and critically evaluates the research and theory underlying these different research streams. This
highlights points of agreement as well as key areas of divergence, and suggests strategies for integration. Based
on this, an integrative role theory framework is developed which provides a conceptual rational for why individuals
behave prosocially and offers insight into how individuals come to define their role as including prosocial behavior elements. |
| | Keywords: Prosocial; Role Theory; organizational citizenship beh |
| Three components of commitment: Their effects on in-role and extra-role performance in the People's Republic of China |
| | Chen, Zhen Xiong | Hong Kong Baptist U. | georgezx@hkbu.edu.hk | (852)-2339-5209 |
| | Francesco, Anne Marie | Hong Kong Baptist U./ Pace U. | mnamf@hkbu.edu.hk | (852)-2339-5215 |
| | The objective of the current study was to expand knowledge of organizational commitment and its effects on employee performance through a study in the People's Republic of China. The main or moderating effects of three components of commitment on job performance and organizational citizenship behavior (OCB) were tested using a sample of 254 supervisor-subordinate dyads from a pharmaceutical joint venture company in Guangzhou. Affective commitment (AC) had a significant positive relationship with job performance and some aspects of OCB; continuance commitment (CC) was not associated with job performance but negatively correlated with some dimensions of OCB. Finally, normative commitment (NC) moderated the AC/job performance relationship and some aspects of the AC/OCB relationship.
The findings lend support to the idea that each of the three components of commitment has a distinct contribution to make in understanding organizational commitment. Although the three components were highly correlated in this study, the pattern of relationships between each of the components and the demographic and outcome measures was not the same. The findings also provided evidence that the moderating effects of three components of commitment are useful in understanding the nature of commitment. The effects of three components of commitment seemed to be stronger on personal aspects of OCB than on other OCB dimensions that are more related to the organization as an entity. This may have been due to the Chinese cultural values of "personalism" and guanxi.
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| | Keywords: Three components of commitment; , employee performance; , PRC |
| Organization- and Interpersonal-focused organizational citizenship behavior: Evidence for differential prediction |
| | Stamper, Christina L. | U. of North Carolina, Wilmington | stamperc@uncwil.edu | 910-962-7196 |
| | Kaufman, Jennifer D. | Tulane U. | jkaufma@mailhost.tcs.tulane.edu | (504)862-3330 |
| | Tesluk, Paul E. | Tulane U. | ptesluk@mailhost.tcs.tulane.edu | 504-862-3325 |
| | This study investigated organizational citizenship behaviors (OCBs) through
a social exchange (Blau, 1964) framework. Perceived organizational support
(POS) was examined for its direct effect on OCBs in general and for its
differential effect on two OCB dimensions: OCBO (behavior directed toward
the organization) and OCBI (behavior directed toward a specific individual).
Results are the first with these variables to support a differential prediction
hypothesis across two independent studies using different industries, samples, and
measures. Implications of findings for practice as well as suggestions for future
research are presented. |
| | Keywords: citizenship behavior; organizational suport; differential prediction |