A Cultural Perspective on Organizational Citizenship Behavior

2016 ◽  
Author(s):  
P. Christopher Earley ◽  
Goran Calic
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Cross Cultural ◽  
Citizenship Behavior ◽  
Cultural Perspective ◽  
Individual Values ◽  
Geographic Boundaries ◽  
Future Work ◽  
Cultural Frames

In this chapter, we discuss research related to the organizational citizenship behavior (OCB) construct from a cross-cultural perspective and propose a framework to aid in understanding how cultural frames influence the engagement and display of OCB. The terms “intercultural” and “cross-cultural,” as defined in this chapter, are not limited by geographic boundaries and can be used to depict differences in individual values regardless of nationality. In creating such a synthesis, we aim to stimulate a conversation about potential directions for future work at the intersection of these two literatures. Here we explore how the contextual impact of culture and its relation to motivational, metacognitive/cognitive, and behavioral processes in individuals helps us better understand OCB using facets of justice (interactional, procedural, and distributive) as a linking mechanism.

Development of the Mexican organizational citizenship behavior: A cross-cultural study

2010 ◽  
Author(s):  
Nicole Gullekson ◽  
Sean D. Robinson ◽  
Luis Ortiz ◽  
Marcus J. Fila ◽  
Charles Ritter ◽  
...  
Keyword(s):  
Cultural Study ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Cross Cultural ◽  
Citizenship Behavior ◽  
Cross Cultural Study

Citizenship Behavior and Objective Career Outcomes: A Review and Agenda for Future Work

2016 ◽  
Author(s):  
Diane M. Bergeron ◽  
Chantal van Esch ◽  
Phillip S. Thompson
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
Career Outcomes ◽  
Research Directions ◽  
Task Behavior ◽  
Key Issues ◽  
Future Research Directions ◽  
Future Work

A small but growing body of research on organizational citizenship behavior (OCB) and objective career outcomes highlights the need for more consistency across studies. This chapter critically examines extant literature and highlights key issues in current research. More specifically, we identify three main issues in the current literature. First, many OCB studies do not include a corollary measure of task behavior. Second, there seems to be an assumption that performance evaluations are positively related to objective career outcomes. Third, it is important to acknowledge that studying reward recommendations is not the same as studying actual rewards. Following discussion of these three issues, we then review the studies on OCB and various objective career outcomes (i.e., productivity, salary and financial rewards, other rewards, promotion and career advancement); point out patterns and trends across the studies; and make recommendations for how the field can move forward in terms of future research directions.

scholarly journals PENGARUH BUDAYA ORGANISASI DAN KOMITMEN ORGANISASI TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) PADA PEGAWAI POLITEKNIK ILMU PELAYARAN (PIP)

2017 ◽  
Vol 7 (2) ◽  
pp. 1719-1731
Author(s):  
Moh. Zaenal Arifin
Keyword(s):  
Organizational Culture ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Linear Regression Analysis ◽  
Cultural Influence ◽  
Primary Data ◽  
Citizenship Behavior ◽  
Individual Values ◽  
Analyse Data

As for target of which will reach in this research is to analysing cultural influence of  organization to PIP Semarang officer Organizational Citizenship Behavior (OCB). Analysing  organizational komitmen influence to PIP Semarang officer Organizational Citizenship Behavior  (OCB). Pursuant to above mentioned background, hence researcher will test about cultural  influence of organizational comitment and organization to officer Organizational Citizenship  Behavior (OCB) in is PIP Semarang.  Population in this research is PIP Semarang officer amounting to 319 one who consist of  215 PNS and 104 contract officer.To determine the amount of sample to be used as the source of  information in this research is used by Slovin formula. Pursuant to result of calculation of  determination of is amount of sampel with Slovin formula hence amount of minimum sampel  which needed in this research is 178 PIP Semarang officer responder. Data which is used in  research is primary data and secunder. Method analyse data use doubled linear regression  analysis.  Pursuant to result of research can be concluded by proven organizational culture have an  effect on positively of significant to PIP Semarang officer Organizational Citizenship Behavior  (OCB). Its Meaning, if organizational culture as according to individual values hence will push  the make-up of employees Organizational Citizenship Behavior (OCB). Proven Organizational  Comitment have an effect on positively of significant to PIP Semarang officer Organizational  Citizenship Behavior (OCB). Its Meaning, if employees have strong organizational comitment  hence this matter will push employees for have high Organizational Citizenship Behavior (OCB)   

What Are the Motives for Employees to Exhibit Citizenship Behavior?: A Review of Prosocial and Instrumental Predictors of Organizational Citizenship Behavior

2016 ◽  
Author(s):  
Jonathon Halbesleben ◽  
Tom Bellairs
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Work Context ◽  
Future Goals ◽  
Future Work ◽  
Future Work Self

In this chapter, we review the literature concerning motives for engaging in organizational citizenship behavior (OCB) and frame this review within the broader literature on the functional, goal-driven approach to behavior. We extend this approach by viewing OCB in a context of one’s future work self—aspirations based on one’s salient view of his or her future in a work context—and how individuals can accomplish many goals through a single behavior (i.e., multifinality) or substitute various means (i.e., equifinality) in order to best satisfy goal-driven approaches to connect individuals to their ideal future work selves. In essence, we argue that people are motivated to select behaviors that give them the best opportunity to achieve their future goals with respect to work, which often manifests as OCBs.

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