scholarly journals The Dark Side of Extra Role Behaviors: Investigating the Link between Extra-role and Counterproductive Behaviors in Organizations using Moral Licensing Theory

2019 ◽  
pp. 178-190
Author(s):  
Atefeh Sodeiri
Keyword(s):  
Organizational Citizenship ◽  
Counterproductive Work Behaviors ◽  
Dark Side ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
Negative Relation ◽  
Moral Licensing ◽  
Culture Dimensions ◽  
Wide Range ◽  
Role Behaviors

Most researches in the organizational citizenship behaviors (OCBs) field illustrate a wide range of positive outcomes for both employees and organizations. Some studies have investigated the other side of the coin, as well as the dark side of OCBs and the tendencies of these kinds of behaviors to increase deviant and counterproductive work behaviors (CWBs). Nowadays, investigations about counterproductive work behaviors (CWBs) and the finding of their causes is crucial for organizations. Sometimes the causes of CWBs are clarified, but sometimes extra-role behaviors such as OCBs, which have a negative relation with CWBs as well as organizational culture, can contribute to the formation of counterproductive work behaviors (CWBs). In this paper, by considering moral licensing theory and effects of abusive climate in organizations, as well as dysfunctional culture dimensions, I discuss how employees who engage in OCB may subsequently participate in counterproductive work behaviors (CWBs).

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

scholarly journals Grit utility in explaining job and contextual performance

2018 ◽  
Vol 9 (1) ◽  
pp. 54-64
Author(s):  
Steluța Peleașă
Keyword(s):  
Emotional Intelligence ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Incremental Validity ◽  
Performance Criteria ◽  
Counterproductive Work Behaviors ◽  
Personality Factors ◽  
Work Behaviors ◽  
Citizenship Behaviors

The study aims to analyze if grit brings incremental validity in the prediction of job performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors), in addition to some classical predictors such as emotional intelligence and some personality factors (conscientiousness and agreeableness). The sample consists of 170 employees from various fields of activity. Regression analysis has shown that grit has no incremental validity to personality and emotional intelligence in predicting any of the work performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors). The study therefore brings to the academic literature one more proof for the fact that it is difficult to consider grit an independent, self-constructed concept.

scholarly journals Grit utility in explaining job and contextual performance

2018 ◽  
Vol 9 (1) ◽  
pp. 54-64
Author(s):  
Steluța Peleașă
Keyword(s):  
Emotional Intelligence ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Incremental Validity ◽  
Performance Criteria ◽  
Counterproductive Work Behaviors ◽  
Personality Factors ◽  
Work Behaviors ◽  
Citizenship Behaviors

The study aims to analyze if grit brings incremental validity in the prediction of job performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors), in addition to some classical predictors such as emotional intelligence and some personality factors (conscientiousness and agreeableness). The sample consists of 170 employees from various fields of activity. Regression analysis has shown that grit has no incremental validity to personality and emotional intelligence in predicting any of the work performance criteria (task performance, organizational citizenship behaviors and counterproductive work behaviors). The study therefore brings to the academic literature one more proof for the fact that it is difficult to consider grit an independent, self-constructed concept.

Antecedents and Consequences of Job Engagement: Empirical Study of Bank Employees

2017 ◽  
Vol 5 (2) ◽  
pp. 167-179 ◽  
Author(s):  
Sabina Baniya Chhetri
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Counterproductive Work Behaviors ◽  
Job Engagement ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
Self Evaluation ◽  
Core Self

Job engagement has been widely studied in the present scenario in developed countries as the issue of disengaged workforce is creating a concern among practitioners. As global organizations are functioning even in least developing countries, the scenario is similar in their contexts too. Thus, building upon Kahn’s conceptualization of engagement, this study proposed counterproductive work behavior under contextual performance as an outcome of the job engagement. The study also examined variables like core self-evaluation and perceived organizational support as antecedents of job engagement. Task performance and organizational citizenship behaviors are outcome variables. Furthermore, it also examined the mediating nature of job engagement. The survey was filled by 285 bank employees of Nepal. Hierarchical multiple regression analysis was conducted to test hypotheses. Regression results showed significant positive relationships between antecedent variables and job engagement, and job engagement and outcome variables. Similarly, partial mediation was observed among core self-evaluation and task performance, core self-evaluation and organizational citizenship behaviors, and core self-evaluation and counterproductive work behaviors, and full mediation was observed in the relationship between perceived organizational support and task performance, and perceived organizational support and counterproductive work behaviors. This study adds counterproductive work behaviors in the job engagement model suggested by Kahn.

Going above and beyond

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Citizenship ◽  
Global Scale ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Pertinent Information ◽  
The Individual ◽  
Person Organization Fit ◽  
Good Congruence ◽  
Practical Implications ◽  
Role Behaviors

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings For organizational success on a global scale, companies are looking for employees who will perform above and beyond the job description. These extra-role behaviors benefit both the individual and the organization. Good strategic human resource practices (SHRPs) such as reward management (RM) and employee development (ED) can increase the potential for employees performing such organizational citizenship behaviors (OCBs). Employees who have emotional exhaustion (EE) are likely to demonstrate reduced extra-role behaviors. Managers need to ensure there are good SHRPs in place and that employee EE is reduced. Good congruence (Person-Organization fit) is beneficial for increasing OCB. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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