When is a Good Citizen Valued More? Organizational Citizenship Behavior and Performance Evaluation

2015 ◽  
Vol 43 (6) ◽  
pp. 1009-1020 ◽  
Author(s):  
Se Hyung (David) Oh ◽  
Ying Chen ◽  
Fubin Sun
Keyword(s):  
Performance Evaluation ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
Good Citizen ◽  
Group Context ◽  
And Performance

Organizational citizenship behaviors (OCB) have been found to affect supervisors' ratings of employee performance partially because these behaviors are distinct and, thus, capture the rater's attention. In this study, we have expanded the existing literature by recognizing the rater's readiness to detect employee OCB. Specifically, we applied the concept of bottom-up and top-down attentional capture to test our prediction that the influence of OCB on employee performance evaluation would be dependent upon the rater's motivation to detect behaviors that potentially increase group effectiveness. Results of hierarchical linear modeling analysis of data collected from 33 work groups at 5 state-owned manufacturing factories in China supported our hypotheses. Our findings suggest that the relationship between OCB and performance ratings is more complex than originally thought and that both rater's cognition and group context should be taken into consideration when investigating this relationship.

scholarly journals Physiotherapist’ job performance, impression management and organizational citizenship behaviors: An analysis of hierarchical linear modeling

PLoS ONE ◽  
2021 ◽  
Vol 16 (5) ◽  
pp. e0251843
Author(s):  
Fu-I Hou ◽  
Yu-Lung Wu ◽  
Min-Hui Li ◽  
Wan-Yun Huang
Keyword(s):  
Job Performance ◽  
Impression Management ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Linear Modeling ◽  
Individual Level

Studies on physiotherapists are generally focused on clinical professionalism, with very few examining job performance from a management standpoint. To address this gap, this study sought to investigate the relationship between impression management and organizational citizenship behavior and job performance. This study targeted medical institutions offering rehabilitation and physiotherapy services and conducted a questionnaire survey based on scales developed by domestic and foreign scholars. A total of 600 questionnaires were distributed and 523 valid ones collected. The data was tested and verified using regression analysis and hierarchical linear modeling (HLM). In the survey, the Impression Management Scale, Organizational Citizenship Behavior Scale, and Job Performance Scale indicated that at the individual level, the impression management of physiotherapists is significantly related to their organizational citizenship behaviors and job performance. The organizational citizenship behaviors were also found to have a mediating effect between impression management and job performance. At the group level, impression management had a conditioning effect on organizational citizenship behaviors and job performance. In terms of statistical methods, group-level variables act as moderators, which affects the power of individual-level explanatory variables on outcome variables, i.e., the influence of the slope. The job behaviors of physiotherapists entail direct service and their performance is closely related to organizational development. Impression management gives people certain purposes and behaviors while organizational citizenship behaviors are a type of non-self-seeking, selfless dedication behaviors. Therefore, the motivation of physiotherapists who demonstrate organizational citizenship behaviors should be further explored.

Moderating effect of organizational citizenship behavior on the effect of organizational commitment, transformational leadership and work motivation on employee performance

2018 ◽  
Vol 60 (4) ◽  
pp. 953-964 ◽  
Author(s):  
Marcy Rita ◽  
Otto Randa Payangan ◽  
Yohanes Rante ◽  
Ruben Tuhumena ◽  
Anita Erari
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Motivation ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
And Performance ◽  
The Relationship

PurposeThis study aims to examine the relationship between transformational leadership, organizational commitment, motivation, organizational citizenship behavior (OCB) and employee performance.Design/methodology/approachThis research is located in the province of Papua, and more specifically at the District Secretariat Papua Province. The study was conducted in the months from April to June 2016. This study tested the effect of transformational leadership, organizational commitment, work motivation, OCB and performance Officer Regional Secretariat Papua Province, then the variable research is transformational leadership, organizational commitment, work motivation, OCB and performance officer. Structural equation modeling (SEM) calculation tool is commonly used is the program analysis of moment structures.FindingsThe results of studies show that moderating OCB does not significantly affect the relationship between organizational commitment, transformational leadership, work motivation and the performance of employees at the District Secretariat in Papua Province.Originality/valueOriginality of this paper is on the comprehensive study that combines the variables of transformational leadership, organizational commitment, work motivation, OCB and performance into a complete model of study. Originality for this paper shows the moderation effect of OCB on the effect of organizational commitment, transformational leadership and work motivation on employee performance. This research is located in the Province of Papua, and more specifically at the District Secretariat Papua Province.

scholarly journals Impact of Transformational Leadership on Employee Performance and Organizational Citizen Behavior

2020 ◽  
Vol V (III) ◽  
pp. 109-119
Author(s):  
Fauzia Ahmed ◽  
Saubia Ramzan ◽  
Nagina Gul
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Impact ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
And Performance ◽  
Relationship Of ◽  
The Impact

It has been agreed upon by the researchers that leadership style in an organization causes the quality of employee performance. Moreover, organizational citizenship behavior is also determined by the style of leadership in an organization. The question is what type of leadership style is determining these behaviors. In this study, the impact of transformational leadership on employee's task performance and citizenship behavior is studied. Transformational leadership was found to have a significant positive impact on employees OCB and performance further; it was also found out that OCB moderates the relationship of transformational leadership with employee's performance. It is concluded that there may be some incongruent behaviors or perceptions among the leader and his subordinates.

Peer-Rated Organizational Citizenship Behavior

2019 ◽  
Vol 18 (3) ◽  
pp. 129-137
Author(s):  
Kevin Doyle ◽  
Richard Goffin ◽  
David Woycheshin
Keyword(s):  
Performance Evaluation ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Lower Proportion ◽  
Citizenship Behavior ◽  
True Score ◽  
Rater Bias

Abstract. Organizational Citizenship Behavior (OCB) is valuable to organizations and has become an important focus of employee performance evaluation. Employees’ peers may be particularly well-situated to rate their OCB. We investigated the proportion of variance in peer-rated OCB attributable to the ratee (true score) versus the rater (rater bias). Furthermore, we investigated whether these proportions were affected by the familiarity of the peer with the ratee. We found that high familiarity was associated with a greater proportion of ratee variance (.43 vs. .18), and a lower proportion of rater bias (.30 vs. .51), than was the case with low-to-moderate familiarity. Thus, when choosing peers as raters of OCB, there may be value in carefully considering the peers’ familiarity with the ratees.

scholarly journals The Effect of Organizational Citizenship Behavior (OCB) Towards Work Stress and Performance of Employees in Income Agency Regional City of Denpasar

2020 ◽  
Vol 7 (1) ◽  
pp. 65-72
Author(s):  
Sang Putu Krisna Adhi Pranata ◽  
Ni Wayan Sitiari ◽  
Putu Ngurah Suyatna Yasa
Keyword(s):  
Job Stress ◽  
Work Stress ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Secondary Data ◽  
Citizenship Behavior ◽  
Qualitative And Quantitative ◽  
And Performance ◽  
Research Pattern

This research aims was to analyze and determine the effect of OCB on work stress and employee performance at the Denpasar City Revenue Agency. The hypothesis proposed based on theoretical studies and phenomena set forth in the formulation of the problem are 1) OCB has a positive and significant effect on employee performance, 2) OCB has a positive and significant effect on work stress, 3) Job stress has a negative and significant effect on employee performance, 4) Job stress is able to mediate OCB relations to employee performance. The design of this research pattern is oriented towards quantitative data calculation patterns through questionnaires obtained from respondents as many as 35 people, where the items of each question refer to the indicators of each research variable, the data used are primary and secondary data both qualitative and quantitative which then analyzed SEM based on PLS, The results found, 1) OCB has a positive and significant effect on employee performance, 2) OCB has a negative and significant effect on work stress, 3) Job stress has a negative and significant effect on employee performance, 4) Work stress is a mediating variable that connects OCB variables with employee performance.  

Casting a Long Shadow: Leader–Leader Relationship and Employee Citizenship Behavior

2018 ◽  
Vol 26 (1) ◽  
pp. 60-72 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Self Esteem ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Relationship ◽  
Employee Citizenship

This study examines the process and context of the relationship between leader–leader exchange (LLX) and subordinate organizational citizenship behavior (OCB) such that direct supervisors’ attitudes and behaviors affect the relationship. Integrating social exchange theory with signaling theory, we argue that LLX influences the amount of OCBs that direct supervisors can obtain from subordinates and depends on direct supervisors’ organizational-based self-esteem and support. In a sample of 290 direct supervisor/subordinate-dyads, using hierarchical linear modeling, we found that LLX partially mediates through supervisor support and is positively related to OCBs, and the mediation is highest in high organizational-based self-esteem.

Cross-level relationships between justice climate and organizational citizenship behavior: Perceived organizational support as mediator

2017 ◽  
Vol 45 (3) ◽  
pp. 387-397 ◽  
Author(s):  
Li Zhang ◽  
Yang Qiu ◽  
Eryue Teng
Keyword(s):  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
Interpersonal Justice ◽  
Informational Justice ◽  
Justice Climate

We investigated the mediating role of perceived organizational support in the cross-level relationships between procedural, interpersonal, and informational justice climate and organizational citizenship behavior. Hospital staff in China (N = 468) participated in this study. Using hierarchical linear modeling, we found that procedural and interpersonal justice climate had a significantly positive effect on organizational citizenship behavior. Informational justice climate, however, did not have a significant effect on organizational citizenship behavior. In addition, perceived organizational support mediated the effect of procedural and interpersonal justice climate on organizational citizenship behavior. Theoretical and practical implications of our findings are discussed in relation to justice climate and organizational citizenship behavior.

scholarly journals Organizational Citizenship Behavior in the Public and Private Sectors: A Multilevel Test of Public Service Motivation and Traditional Antecedents

2018 ◽  
Vol 40 (2) ◽  
pp. 222-244 ◽  
Author(s):  
Alex Ingrams
Keyword(s):  
Public Sector ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Public ◽  
Private And Public

Scholarly knowledge of organizational citizenship behavior (OCB) has developed significantly in the private and public sectors. However, comparisons between sectors have not been advanced. This article aims to address the gap with hierarchical linear modeling of OCB antecedents across sectors, accounting for individual- and sector-level differences. The results show a significant association between public service motivation (PSM) and OCB, as well as several other central correlates of OCB in the public sector: goal clarity, job satisfaction, and leader–member exchange (LMX). In addition, although there are marginally higher levels of OCB in the public sector, the interaction effect of sector and PSM is not significant. This finding suggests the effect of PSM on OCB is important across sectors rather than solely being a function of public sector employment.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

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