A plethora of extant research focuses on the positive outcomes of organizational citizenship behaviors (OCB). However, there has been a relatively recent shift of focus that sheds light on the changing parameters and workplace perceptions of what such behaviors entail, as well as their adverse outcomes. As organizations and their employees endure changes, work expectations have consequently changed through differing perceptions of job tasks that individuals feel required or obligated to do, even when it is not included in their formal job description. Such feelings point to the concept of citizenship pressure (CP), which this thesis further explores and adds to the relatively little, but growing, research on the construct. Specifically, this thesis explores the relationship between OCB and job-related affective well-being (JAW), and the impact of CP on that relationship. A survey study was conducted to test the hypothesized moderation of CP on the relationship between OCB and JAW. The participants included 59 individuals over the age of 18 who were employed part-time or full-time, either at the time of their participation or within the preceding six months. While the hypothesized model was not significant, supplemental analyses were run on variations of this model. The additional models provided some significant findings that may lead to viable paths for further research. Future research directions, limitations, and practical implications are included.

There is a void that exists within the discretionary behavior literature as it pertains to the counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) relationship, respectively. The present study examined the moderating effects of moral identity on the relationship between CWB and OCB. In addition, exploratory analyses using moral identity sub-dimensions, organizational fairness, and job satisfaction were conducted. The study recruited 254 participants using MTurk. Using moderated multiple regression, a moderating effect for internalization (a moral identity sub-dimension) was revealed for the relationship between the organizational sub-dimensions of CWB and OCB. Other moderation analyses proved to be non-significant. Theoretical and practical implications of results are discussed. Future research should implement a longitudinal design to help determine causality for the moderation finding, as the current study used cross-sectional data. Findings from this study could be used to help fill the CWB to OCB literature void previously mentioned.

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本研究旨在探討大學組織公平與行政人員組織公民行為之關係，並依據研究結果提出建議。首先，進行文獻探討，建立研究架構與工具。之後，以公立大學行政人員為研究對象，透過隨機抽樣進行問卷調查，總計有效樣本為 250 份，分別以描述統計、獨立樣本t檢定、Pearson積差相關分析、單因子變異數分析及多元迴歸分析等統計方法加以分析。依據研究結果分析，本研究主要發現如下： 一、目前大學行政人員對組織公平與組織公民行為之現況良好，在組織公平三個構面中，以「互動公平」平均數最高，「程序公平」最低。在組織公民行為三個構面中，以「利他人行為」平均數最高，「利組織行為」最低。 二、不同的現職服務學校年資、身分、職務、職等、學校規模及學校類別之行政人員對大學組織公平知覺有顯著差異。 三、不同年齡、現職學校服務年資、身分、職務及學校規模的行政人員之組織公民行為程度有顯著差異。 四、大學組織公平與行政人員組織公民行為具有高度相關，其中程序公平與整體組織公民行為、利組織行為呈現高度相關。 五、大學組織公平對行政人員組織公民行為具有預測力，其中以程序公平預測力最高，分配公平預測力最低。 最後，根據研究結果提出相關建議，提供大學組織與未來研究之參考。 / The purpose of this research is to investigate the relationship between the public university’s organizational justice and administrative staff’s organizational citizenship behavior . The research methods are literature review and questionnaire survey. The data was collected from 250 administrative staffs serving in public universities and was analyzed by descriptive statistics, t-test, one-way-ANOVA, correlation and multiple regressions. The conclusions are as follows: 1.The administrative staff’s perception toward university’s organizational justice and organizational citizenship behavior is positive. Among the three aspects of university’s organizational justice, the highest score appears in “interactional justice“ and the lowest in “procedure justice“. Among the three aspects of administrative staff’s organizational citizenship behavior, the highest score appears in “organizational citizenship behavior - individual” and the lowest in “organizational citizenship behavior - organization”. 2.Administrative staffs with different years of service, identity, position, grade, university size and university category show significant differences on university’s organizational justice. 3.Administrative staffs with different age, years of service, identity, position and university size show significant differences on administrative staff’s organizational citizenship behavior. 4.There are positive correlations between the university’s organizational justice and administrative staff’s organizational citizenship behavior. Wherein the procedure justice, overall organizational citizenship behavior and organizational citizenship behavior – organization presented highly correlated. 5.The university’s organizational justice is able to predict administrative staff’s organizational citizenship behavior. Wherein the procedure justice is highly coorelated to prediction and distributive justice has lower correlation. The findings and conclusions as above can be references provided to universities for strategic management. In addition, the major results of this research can be also provided as references for future research in this area.

本研究旨在探討國民中學教師個人與組織適配、組織承諾對組織公民行為影響之研究，並探究組織承諾在個人與組織適配與組織公民行為之間是否具有中介變項的效果。本研究採用問卷調查法，以苗栗縣共29 所國民中學教師為樣本母群體，採分層隨機抽樣，抽出364位受試者，回收有效問卷286份，所得資料分別以描述性統計、t 考驗、單因子變異數分析、皮爾遜積差關係、迴歸分析等統計方法進行資料的分析與處理，以瞭解國民中學教師個人與組織適配、組織承諾對組織公民行為之現況、差異情形及其預測力。研究結論如下： 一、苗栗縣國民中學教師個人與組織適配屬中上程度，以「個人與同事適配度」最高。 二、苗栗縣國民中學教師組織承諾屬中上程度，以「情感性承諾」最高。 三、苗栗縣國民中學教師組織公民行為屬中上程度，以「對學生之公民行為」最高。 四、本校服務年資及學校規模在教師個人與組織適配上有顯著差異。 五、學校規模在組織承諾上有顯著差異。 六、學校規模在組織公民行為上有顯著差異。 七、教師個人與組織適配、組織承諾對組織公民行為具顯著相關與預測。 八、教師組織承諾在個人與組織適配與組織公民行為間具有部份中介效果。 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、國民中學校長、教師以及未來研究的參考。 關鍵詞：個人與組織適配、組織承諾、組織公民行為

本研究旨在探討國民中學校長家長式領導層面、學校組織健康與教師組織公民行為關係。研究方法為文獻分析與問卷調查法。研究對象為我國國民中學教師，共發出923份問卷，回收率76%，有效樣本共702份。問卷回收後分別以信度分析、描述統計、皮爾森積差相關、集群分析、變異數分析、多元迴歸及結構方程模式等統計方法進行分析。根據研究結果與分析歸納之研究結論如下： 壹、 國民中學教師感受較少校長威權領導行為、中等程度仁慈領導行為、較多德行領導行為。 貳、 國民中學學校組織健康程度尚佳。 參、 國民中學教師組織公民行為程度良好。 肆、 不同背景變項國民中學教師對校長家長式領導層面、學校組織健康及教師組織公民行為看法具顯著差異。 伍、 威權領導與仁慈領導、德行領導、學校組織健康、教師組織公民行為間具有顯著負相關；仁慈領導、德行領導、學校組織健康、教師組織公民行為間則具有顯著正相關。 陸、 國民中學校長家長式領導取向可區分為二種，且各取向在學校組織健康上具顯著差異。 柒、 國民中學校長家長式領導層面可顯著預測學校組織健康程度。 捌、 國民中學校長家長式領導層面及學校組織健康可顯著預測教師組織公民行為程度。 玖、 家長式領導層面、學校組織健康與教師組織公民行為因果關係模式適配度尚佳，其中仁慈領導對學校組織健康之整體效果最高，學校組織健康則對教師組織公民行為之整體效果最高。 最後，本研究依研究結論分別提出以下建議： 壹、 對國民中學校長領導的建議 一、強化仁慈領導程度。 二、強化德行領導程度。 三、轉變威權領導。 貳、 對教育工作者的建議 一、提升學校自主性。 二、校長應致力營造高倡導高關懷的組織氣候。 三、提升校長影響力並作好行政支援教學工作。 四、適時激勵教師工作士氣，營造對學校的認同感。 參、 對後續研究的建議 分別對研究對象、變項及方法等方面，對未來研究提出建議。 / This study is focused on investigating the relationship among paternalistic leadership, organizational health, and organizational citizenship behavior in public junior high schools. The research process includes literature review and questionnaire survey. The population of this study is the junior high school teachers across Taiwan. 923 questionnaires were distributed, and 76% of them about 702 questionnaires were returned. The data is analyzed through reliability analysis, descriptive statistic, Pearson product-moment correlation, cluster analysis, one-way ANOVA, multipack regression and SEM. The findings of the study are as follows: 1. Junior high school teachers show low level of perception in authoritarianism leadership, median level of perception in benevolence leadership , high level of perception in moral leadership, high level of perception in organizational health, and very high level of perception in organizational citizenship behavior. 2. Junior high school teachers with different background show different opinions in paternalistic leadership, organizational health, and organizational citizenship behavior. 3. Authoritarianism leadership has a negative correlation with benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior; there is a positive correlation among benevolence leadership, moral leadership, organizational health, and organizational citizenship behavior. 4. There are two approaches of paternalistic leadership, and they have different impact on organizational health. 5. The paternalistic leadership can predict organizational health significantly; the paternalistic leadership together with organizational health can predict organizational citizenship behavior significantly. 6. The structure relation among paternalistic leadership, organizational health, and organizational citizenship behavior is good. The suggestions of the study are as follows: 1. The suggestions for junior high school principals. (1)Improving the benevolence leadership ability. (2) Improving the moral leadership ability. (3)Transforming the authoritarianism leadership. 2. The suggestions for junior high school educators. (1)Raising the school integrity. (2)Principals should try their best to create a organizational climate with high level of consideration and initiating structure. (3) Principals should boost their influence on their supervisors, and provide teachers with sufficient resources. (4)Inspiring teacher’s moral in time, and boosting their identification with schools. 3. The suggestions for further studies. This study advises some implications on research subjects, variables, and methods.

La culture organisationnelle influence la manière dont les organismes relèvent les défis externes auxquels elle fait face et façonnent les comportements normatifs de leurs membres. Des études portant sur le degré d’acceptation et d’adoption d’une culture organisationnelle indiquent une grande variance en fonction de multiples facteurs (p. ex. : l’âge, l’occupation, la hiérarchie, etc.) et leurs liens aux résultats subséquents. Différentes évaluations culturelles considèrent les sondages d’auto-évalulation comme étant des moyens acceptables de créer des liens entre les perceptions et les résultats. En effet, ces instruments mesurent les croyances, les suppositions et les valeurs d’une personne, mais l’un des facteurs pouvant compromettre les réponses est le manque de cadre de référence. Un des objectifs de l’étude est de déterminer la manière dont la mesure des perceptions culturelles est reliée à la contextualisation des questions du sondage. À l’aide de deux orientations, nous tentons de déterminer si les perceptions de la culture en lien avec l’organisation entière sont différentes de celles en lien avec le groupe de travail immédiat. De plus, l’étude explore la manière dont les différences algébriques entre les perceptions des deux référents sont simultanément reliées au bien-être psychologique au travail, à l’engagement et aux comportements de citoyenneté organisationnelle. Comme objectif final, nous déterminons lequel des deux référents prédit le mieux ces résultats. Les cent quatre-vingt-neuf participants de l’étude faisaient partie d’un établissement d’enseignement postsecondaire de langue anglaise du Québec. En premier lieu, les participants recevaient, de façon aléatoire, l’un des deux questionnaires - soit celui orienté sur l’organisation entière, soit celui orienté sur le groupe de travail immédiat -, puis, en deuxième lieu, son référent opposé correspondant. Les résultats indiquent que les perceptions de culture en lien avec l’organisation entière sont significativement différentes de celle en lien avec le groupe de travail immédiat. L’étude démontre que les similitudes entre les perceptions sont directement proportionnelles au bien-être ainsi qu’aux engagements organisationnels et de groupe de travail. De plus grandes différences perceptuelles sont associées à des niveaux plus élevés de bien-être et d’engagement organisationnel normatif. Ces associations sont plus fortes lorsque les perceptions de la culture organisationnelle sont plus positives que les perceptions de la culture du groupe de travail. Les différences algébriques opposées sont liées à des niveaux plus élevés de comportements de citoyenneté organisationnelle ainsi que d’engagements affectifs et de continuité envers le groupe de travail. Les résultats de l’étude suggèrent aussi que les perceptions de la culture du groupe de travail sont plus liées aux résultats pertinents que les perceptions de la culture organisationnelle. Les implications théoriques et pratiques des mesures de perceptions de culture sont examinées. / Organizational culture influences how organizations respond to environmental challenges and shape the normative behaviors of its members. Studies that address the extent to which a culture is accepted and practiced indicate much variance as a function of a multitude of factors (e.g. age, tenure, hierarchy, etc..) and their relation to subsequent outcomes. Various cultural assessments utilize self-report surveys as an acceptable avenue to link between perceptions and outcomes. While these instruments measure one’s beliefs, assumptions, and values, one of the factors that may implicate responses is the lack of frame of reference. One of the study’s objectives is to determine how measurements of cultural perceptions are related to contextualization of survey items. Using two orientations, we investigate whether perceptions of culture, in respect to the entire organization, are different from those in reference to the immediate workgroup. The study further explores how patterns of discrepancies between perceptions of the two referents are simultaneously related to psychological well-being at work, commitment and organizational citizenship behavior. As a final goal, we test which of the two referents better predict those outcomes. One hundred eighty nine participants in the study were part of a post-secondary, English educational institution in Quebec. Participants were randomly assigned to questionnaires with two different orientations - the entire organization or the immediate workgroup - at time one, and in corresponding opposite referent at time two. Results indicate that perceptions of culture in relation to the entire organization are significantly different from those in relation to the immediate workgroup. The study demonstrates that similarities between perceptions are positively related to well-being, organizational and workgroup commitments. Greater perceptual differences are associated with higher levels of well-being and normative organizational commitment. These associations are strongest when perceptions of organizational culture are more positive than perceptions of workgroup culture. Opposite patterns of discrepancy are related to higher levels of organizational citizenship- behavior, affective and continuance workgroup commitments. The results of the study also suggest that perceptions of workgroup culture are related to relevant outcomes more than perceptions of organizational culture. Theoretical and practical implications for measurement of perceptions of culture are discussed.

Excerpt: The purpose of this study was to investigate relationships between dimensions of work ethic and dimensions of OCB and CWB.

Cette recherche visait à mieux appréhender la déviance constructive selon Galperin (2003). Ce construit se chevauchant avec d’autres comportements hors prescrit en milieux organisationnels, comportements de citoyenneté organisationnelle (CCO, Organ, 1988) et de déviance destructive (Robinson & Bennett, 1995), nous avons choisi de les étudier également. Nous avons d'abord examiné la littérature relative à ces comportements. Puis, nous avons étudié différents déterminants attitudinaux et de perception de situation de travail pouvant leur être associés, ainsi que leurs éventuelles relations avec l’épuisement professionnel. Rappelant différents modèles de stress, nous nous sommes intéressés à la Théorie de la Conservation des Ressources (Hobfoll, 1988), dans sa proposition de lecture salutogénique de la santé au travail. Notre revue de littérature s’est achevée par l’étude de la valorisation perçue des CCO et de la déviance constructive. Notre étude 1 (151 salariés en poste en relation avec du public) explore la façon dont exigences (tensions de rôles perçues), ressources (sentiment d’efficacité personnelle, autonomie dans le travail perçue) et implications professionnelles(organisationnelle affective et dans le métier) déterminent les comportements de citoyenneté organisationnelle orientée vers les individus et de déviance (destructive et constructive), et dont ces comportements déterminent, à leur tour, l’apparition d’un épuisement professionnel.Les études 2 et 3 interrogent la perception de l’incidence de CCO et de déviance constructive sur l’évaluation produite en provenance des supérieurs hiérarchiques (étude 2, 194 salariés) et des collègues de travail (étude 3, 168 salariés) et l’effet du mode de direction organisationnel sur celle-ci. Les résultats de ces études quantitatives sont discutés, limites et perspectives présentées par chapitre. Une discussion générale propose, pour finir, d’en dégager les enseignements clés. / The aim of this study was to appraise the constructive deviance according to Galperin (2003). As this construct has in common non prescribed behaviors in organizational environments, organizational citizenship behaviors (OCB, Organ, 1988) and destructive workplace deviance (Robinson & Bennett, 1995), we found interesting to study them as well. Then we focused on different attitudinal determinants and perception of workplace situations which could be compared to it, and their hypothetical relationship with the burn out. Recalling different stress models, we examined the Conservation of Resources Theory (Hobfoll, 1988), and particularly his salutogenic perspective of health at work. We achieved our review with the study of the perceived value of the OCB and constructive deviance. Our first study (151 workers related to public) explores how job demands (perceived role tensions), resources (feeling of job selfefficacy, perceived autonomy) and professional commitment (organizational affective and occupational) determine organizational citizenship behaviors directed towards individuals and workplace deviance (destructive and constructive), and how the behaviors determine in turn burn out. Through study 2 and 3, we examined the perception of the incidence of OCB and constructive deviance on the appraisal of the managers (study 2, 194 workers), coworkers (study 3, 168 workers) and the effect of the organization on it. The results, limits and perspectives are discussed in each chapter. The key learnings are highlighted in the general discussion.

The recent global financial crisis prompted organizations to search for effective ways to minimize loss of revenue due to settlement of organizational scandals. Transformational leadership and organizational citizenship behavior (OCB) are known to affect employees and subsequently organizational productivity. However, little is known about the relationship between transformational leadership and the OCB of employees of multinational corporations (MNCs) in Ghana. The purpose of this quantitative study was to bridge the gap in knowledge by examining the relationships between transformational leadership and the OCB of employees of MNCs in Ghana. The theoretical frameworks for this study were Bass' transformational leadership theory and Organ's OCB theory. A random sample of 180 employees, who had worked with MNCs in Ghana for at least 5 years, were surveyed on transformational leadership using a 40-item transformational leadership scale and OCB using a 24-item OCB scale. A correlation coefficient test and a regression analysis revealed statistically no significant correlational relationship between transformational leadership and OCB, and statistically no significant multiple regression relation between the4 dimensions of transformational leadership and OCB. The implication for social change includes importance to theory, business managers, and the society, that there is no relationship between transformational leadership and OCB of employees in MNCs in Ghana. Apprising individuals of this lack of relationship would inspire future researchers to search for other types of ethical leadership or non-financial incentives that could influence positive behavior of employees to enhance the organization's productivity, and produce ethical citizens for society.