Linking Performance Outcomes to Salesperson Organizational Citizenship Behavior in an Industrial Sales Setting

Organizational citizenship behavior (OCB) is essential for organizations to gain and maintain competitive advantage in environments with constantly evolving demands. Although most of the literature implicitly assumes that OCB predicts positive work attitudes, affective states, cognitions, and behavior for employees and organizations, some work raises the question of when OCB fails to produce positive consequences, and scholars have called for a more balanced perspective that acknowledges possible negative consequences of OCB. In this chapter, we focus on the unintended negative outcomes of helping OCB to recipients. More specifically, we consider factors that paradoxically cause positively intended helping to backfire and have negative effects on recipients. To date, most research on outcomes of OCB has focused on performance outcomes. In contrast, we focus on nonperformance outcomes for recipients of helping because nonperformance outcomes are more proximal and can shed light on processes that influence more distal outcomes, such as performance.

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A meta-analysis of the relationship between occupational commitment and job performance

Social Behavior and Personality An International Journal ◽

10.2224/sbp.8232 ◽

2019 ◽

Vol 47 (8) ◽

pp. 1-15

Author(s):

Qiong Wang ◽

Yifan Jiang ◽

Qingxiong Weng ◽

Qian Wang

Keyword(s):

Job Performance ◽

Performance Management ◽

Task Performance ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Meta Analysis ◽

Empirical Studies ◽

Performance Outcomes ◽

Citizenship Behavior ◽

Occupational Commitment

Using a random effects model, we meta-analytically estimated the true correlations between occupational commitment (OCC) and performance outcomes. We analyzed 69 empirical studies related to OCC and job performance correlations, and addressed 4 issues: First, we identified that OCC was significantly related to task performance and overall organizational citizenship behavior. Second, we distinguished between the effects of OCC on individual and organizational citizenship behavior. Third, we identified potential moderators of the OCC–performance correlation. Finally, we compared the predictive validity of affective organizational commitment versus OCC in predicting performance outcomes. The results support that OCC explains incremental variance in task performance and organizational citizenship behavior, which suggests that OCC should be given greater emphasis in performance management programs.

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Relating within-person personality variability to organizational citizenship behavior and counterproductive work behavior: A resource-based perspective

European Journal of Personality ◽

10.1177/08902070211005623 ◽

2021 ◽

pp. 089020702110056

Author(s):

Juul Vossen ◽

Joeri Hofmans

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Work Performance ◽

Counterproductive Work Behavior ◽

Well Being ◽

Performance Outcomes ◽

Work Behavior ◽

Citizenship Behavior ◽

Subjective Well Being ◽

Sampling Studies

Research on the effects of within-person personality variability has mainly focused on the consequences for subjective well-being. Drawing on a resource-based approach, we extend this field to the work domain, expecting that since deviating from one’s average trait level is resource intensive, it should relate negatively to behaviors that require the investment of additional resources, such as organizational citizenship behavior (OCB), while it should relate positively to behaviors that replenish one’s resources, such as counterproductive work behavior. Using two personality dimensions that are predictive for work-performance (conscientiousness and core self-evaluations), and a new variability index that is not confounded by the mean, we find an effect of personality variability on negative performance outcomes (counterproductive work behavior), while no relation is found with positive forms of extra-role performance (organizational citizenship behavior). These results were replicated across three separate experience sampling studies, confirming that, while within-person personality variability is related to performance, those relationships are relatively weak and they do not hold for every performance facet.

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Der AVEM im Lehrerberuf: Eine Validierungsstudie

Zeitschrift für Differentielle und Diagnostische Psychologie ◽

10.1024//0170-1789.22.4.267 ◽

2001 ◽

Vol 22 (4) ◽

pp. 267-278 ◽

Cited By ~ 9

Author(s):

Rolf van Dick ◽

Ulrich Wagner

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Citizenship Behavior ◽

Körperliche Beschwerden ◽

Berufliche Belastungen ◽

Job Diagnostic Survey

Zusammenfassung: Einer größeren Lehrerstichprobe (N = 434), die hinsichtlich verschiedener demographischer Merkmale heterogen ist, wird der AVEM (Arbeitsbezogenes Verhaltens- und Erlebensmuster; Schaarschmidt & Fischer, 1996 , 1997 ) vorgelegt. Als Kriteriumsvariablen werden körperliche Beschwerden, Fehltage, berufliche Belastungen, Pensionierungsabsichten sowie Organizational Citizenship Behavior ( Organ, 1988 ) erfragt. Teilstichproben beantworten zusätzlich Skalen zu Copingverhalten, Sozialer Unterstützung, Kompetenzerwartung sowie eine an den Lehrerberuf adaptierte Version des Job Diagnostic Survey ( Hackman & Oldham, 1980 ). Faktoren- und Reliabilitätsanalysen replizieren die Ergebnisse von Schaarschmidt und Fischer. Eine Clusteranalyse ergibt vier Muster, von denen drei Muster der von Schaarschmidt und Fischer postulierten Einteilung entsprechen; ein viertes Muster weicht von dieser Klassifikation ab. Eine zweite Studie mit N = 283 Lehrerinnen und Lehrern kann die Lösung der ersten Clusteranalyse replizieren. Die Zusammenhänge belegen insgesamt eine gute konvergente, diskriminante und Kriteriumsvalidität und weisen den AVEM als brauchbares Messinstrument zur Analyse von Belastung und Beanspruchung im Lehrerberuf aus.

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Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

European Journal of Psychological Assessment ◽

10.1027/1015-5759/a000558 ◽

2020 ◽

Vol 36 (5) ◽

pp. 852-863 ◽

Cited By ~ 1

Author(s):

George Gunnesch-Luca ◽

Klaus Moser

Keyword(s):

Factor Analysis ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Helping Behavior ◽

Citizenship Behavior ◽

German Language ◽

Individual Level ◽

Unit Level ◽

Confirmatory Factor ◽

Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

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Organizational Attachment

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000252 ◽

2020 ◽

Vol 19 (3) ◽

pp. 113-124

Author(s):

Justin R. Feeney ◽

Ian R. Gellatly ◽

Richard D. Goffin ◽

Michelle Inness

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Work Behavior ◽

Citizenship Behavior ◽

Workplace Relationships ◽

Factor Solution ◽

Anxious Attachment ◽

Organizational Attachment ◽

Study Materials ◽

Avoidant Attachment

Abstract. There is a trend to view workplace relationships through the lens of attachment theory. We developed and validated a 7-item Organizational Attachment Scale (OAS). In Study 1, we recruited 957 participants, who filled out study materials at three separate times. The OAS preserved the two-factor solution in traditional attachment measures – anxious attachment and avoidant attachment – and was invariant across time. In Study 2, we recruited 400 participants who completed the OAS in addition to several other surveys. The OAS was conceptually unique from Richards and Schat’s (2011) Co-Worker Attachment Scale (CWAS). The OAS incrementally predicted organizational commitment, job satisfaction, and organizational identity beyond the CWAS. Additionally, the OAS incrementally predicted organizational citizenship behavior and counterproductive work behavior beyond the CWAS.

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