Abstract The current study investigated the relationship between demands for organizational citizenship behaviors and future displays of organizational citizenship and counterproductive work behaviors. Such demands are conceptualized as workplace conditions that make it difficult for employees to complete their job (i.e., organizational constraints), performance failures of coworkers such as incomplete or incorrectly done tasks (i.e., coworker failure) and direct or indirect request from the supervisors to commit more organizational citizenship behaviors (i.e., supervisor pressure). Additionally, the effect of negative affectivity, hostile attribution bias, attributions of blame, and target specific scales of workplace behaviors were investigated. The design of the current study is prospective with a one week time lag between two self-report surveys. 464 employed U.S. residents were recruited through Amazon's M-Turk service. Of the initial 464 participants, 183 also completed the second survey a week later. New scales were created to assess coworker failure, supervisor pressure, attributions of blame, and target specific behaviors. The evidence from this study suggests that coworker failure and supervisor pressure are both antecedents to future displays of organizational citizenship behaviors and counterproductive work behaviors. Similarly, organizational citizenship behaviors preceded demands for organizational citizenship behaviors reported a week later. The results differed slightly when using target-specific scales of behavior. The hypotheses regarding individual differences and attributions of blame were not supported.

Research on organizational citizenship behaviors (OCB) has focused on the positive aspects of the construct, neglecting the possibility that individuals who engage in OCB may suffer negative consequences. Thus, the present study expands the literature by examining the possibility that OCB is also related to negative individual-level factors, such as work-to-family conflict (WIF). In a replication and extension of Bolino and Turnley's (2005) research, the present study offers an in-depth analysis of the relationship between OCB and WIF, examining two potential mediators (work time and role overload) and two potential moderators (gender and perceptions of OCB as discretionary). Two hundred and ninety-six participants, recruited from the alumni database of a large southeastern university, Craig's List, and a snowball approach, completed surveys. Additionally, supervisor-ratings of OCB were obtained for a sub-sample of 35 participants. Study hypotheses were tested using zero-order correlations and multiple regression analyses. No support was found for a relationship between OCB and WIF, nor was there support for the moderating role of gender and perceptions of OCB as discretionary. Theoretical and practical implications, as well as future directions, are discussed.

Information technology (IT) professionals are continually placed in diverse employment arrangements as organizations continually look for ways to cut costs, enhance performance and maximize organizational goals. Organizations are using strategies beyond hiring permanent employees to achieve objectives in alternative sourcing. Even though the cost differential is positive when employing non-permanent individuals instead of permanent employees, little is known about the effects on the IT professional.This field study was designed to test the effects of employment arrangements on the IT professional's psychological contract and the effects of the level of fulfillment of their psychological contract on their organizational citizenship and innovative work behaviors using psychological contracts and social information processing theories. IT professionals were sampled from four different employment arrangements.The empirical findings show that there are differences in the IT pro proessional's psychological contract as explained by their employment arrangement, as well as by their perceptions of the characteristics of their particular employment arrangement. Permanent full-time IT professionals consistently had higher perceptions of their employer's obligations to them, than did IT professionals from the other employment arrangement categories. The level of fulfillment of the IT professional's psychological contract explained differences in their organizational citizenship behaviors (OCB) as a collective, with significant differences in the advocacy participation and obedience citizenship behaviors. This study also found significant relationships with the level of fulfillment of the IT professional's psychological contract and their innovative work behavior, as well as their organizational citizenship behaviors individually, specifically loyalty, advocacy participation, obedience, and functional participation. The primary predictors of the dimensions of OCB were the levels of fulfillment of the psychological contract as it relates to the scope, focus, and tangibility dimensions.The exploratory analysis into the characteristics of the employment arrangement provides a clearer understanding as to what encompasses the actual employment arrangement for IT professionals of differing categories. Independent contractors indicated significantly more job control than permanent full-time and contract company workers. Permanent full-time and permanent part-time have greater job stability than do independent contractors and contract company workers. Permanent full-time have greater benefits provided than the other three categories of IT professionals.

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Šio tyrimo tikslas buvo įvertinti darbuotojų suvokiamą organizacinį teisingumą, pasitenkinimą darbu ir organizacinį pilietiškumą atsižvelgiant į sociodemografines charakteristikas ir nustatyti darbuotojų suvokiamo organizacinio teisingumo, pasitenkinimo darbu ir organizacinio pilietiškumo ryšį. Tyrime dalyvavo 195 Lietuvoje dirbantys darbuotojai. 64,1% tiriamųjų - moterys, 35,9% tiriamųjų – vyrai. Darbuotojų amžius pasiskirstęs nuo 17 m. iki 63 m. Amžiaus vidurkis – 37 metai. 152 tiriamieji dirba nevadovaujančio pobūdžio darbą, o 45 - vadovaujančio pobūdžio darbą. Daugiau nei pusės tiriamųjų išsilavinimas – aukštasis (61 %). Suvokiamam organizaciniam teisingumui matuoti naudota Niehoff ir Moorman (1993) teisingumo skalė (Justice scale). Pasitenkinimas darbu matuotas Minesotos pasitenkinimo darbu klausimyno sutrumpinta versija (Minnesota Satisfaction Questionnaire, short-form; Weiss, Davis, England, Lofquist, 1967). Organizacinis pilietiškumas matuotas Podsakoff ir MacKenzie (1989) organizacinio pilietiškumo elgesio skale (Organizational citizenship behavior scale). Tyrimo rezultatai parodė, kad organizacinio teisingumo, pasitenkinimo darbu ir organizacinio pilietiškumo rodikliai skiriasi sociodemografinių kintamųjų grupėse. Moterų didesnis pasitenkinimas darbu ir organizacinis pilietiškumas. Įgijusių aukštąjį išsilavinimą darbuotojų organizacinis teisingumas, pasitenkinimas darbu ir organizacinis pilietiškumas didesni nei įgijusių kitokį nei aukštasis išsilavinimą... [toliau žr. visą tekstą] / The aim of this study was to assess perceived organizational justice of employees, job satisfaction and organizational citizenship behavior considering sociodemographic characterizations and determine links among them. 195 employees participated in the study. 64,1 percent of them were women, 35,9 percent were men. Age of employees varied between 17 and 63 (mean age was 37 years). 152 respondents held a supervisor position. More than a half of respondents have high education (61%). Justice scale by Niehoff and Moorman (1993) was used to measure perceived organizational justice. Job satisfaction was measured using a short form of Minnesota Satisfaction Questionnaire (Weiss, Davis, England, Lofquist, 1967). Organizational citizenship behavior was measured using Podsakoff and MacKenzie (1989) Organizational citizenship behavior scale. The results of the study showed, that scores of organizational justice, job satisfaction and organizational citizenship behavior differs in various sociodemographic groups. Women's job satisfaction scores and organizational citizenship scores are higher than men’s. Employee’s with higher education perceived organizational justice, job satisfaction and organizational citizenship scores are higher. Respondents with supervisor position show higher organizational justice, job satisfaction and organizational citizenship scores. It was determined that increased job satisfaction and organizational citizenship behavior were related to increase of... [to full text]

Abusive supervision research has found that subordinates engage in deviance following abuse despite the negative consequences of doing so. Why do individuals engage in deviance despite the expected sanctions? To explain this relationship a model is proposed based on moral licensing theory wherein the relationship of abusive supervision and subsequent negative voluntary work behaviors will be moderated by the extent to which subordinates performed positive voluntary work behaviors. In Study 1, I demonstrate that high organizational citizenship behaviors (OCB) as rated by subordinates’ significant others significantly increased the relationship between abusive supervision and organizational deviance, while the relationship was not significant at low levels of significant other rated OCB. In Study 2 I replicate and extend this finding using time-lagged data, finding that in the context of abusive supervision, OCB directed at the supervisor at day t significantly increased the incidence of counterproductive work behaviors directed at the supervisor and organization at day t + 1. Implications for moral licensing and abusive supervision research are discussed.

Climate change is a serious global issue that poses one of the greatest challenges facing human kind (Kazdin, 2009; Stern, 2011; Swim et al., 2011). Given that organizations are often cited as the largest contributors to climate change (Trudeau and Canada West Foundation, 2007), research needs to investigate how organizations can positively affect climate change. Accordingly, the purpose of this dissertation is to investigate how organizations can positively affect climate change through workplace pro-environmental behaviors. To this end, three studies were conducted. The first study investigated the influence of leaders’ environmentally-specific transformational leadership and their own workplace pro-environmental behaviors on employees’ workplace pro-environmental behaviors. The second study examined if environmentally-specific and general transformational leadership are empirically distinct but related, whether environmentally-specific transformational leadership evokes higher levels of workplace pro-environmental behaviors than general transformational leadership, and if so, examined through mediation why this is the case. The third and final study conceptualizes and defines workplace pro-environmental behaviors as a form of organizational citizenship behaviors that are targeted at benefiting the natural environment (OCBE), and subsequently, developed and refined a measure of OCBE and assessed the measure’s psychometric validity. This dissertation concludes with a general discussion and highlights areas for future research. / Thesis (Ph.D, Management) -- Queen's University, 2014-02-12 16:26:52.658

Syftet med föreliggande uppsats är att undersöka om kommunala chefstjänstemän som delar politisk åsikt med kommunens styrande politiker i högre utsträckning än andra chefer också ”gör det lilla extra” på arbetet. Syftet är även att se om det är tillit till de styrande politikerna snarare än politiska åsikter som är viktigast för att förklara benägenheten att göra det lilla extra på arbetet. Detta undersöks genom att studera beteenden, prestation och engagemang på arbetet. Urvalet bestod av chefen för utbildningsförvaltningen (eller motsvarande) i Sveriges samtliga kommuner och undersökningen baserades på data insamlat med hjälp av webenkäter under hösten 2014. Av logistiska regressionsanalyser framgår att det verkar vara tillit till styrande politiker snarare än politiska åsikter som styr kommunala chefstjänstemäns benägenhet att göra det lilla extra på arbetet. Detta ger stöd åt teorin om socialt utbyte, d.v.s. att chefstjänstemännen ”i utbyte” mot politikers hänsyn och omtanke, utför beteenden som går i linje med politikernas preferenser. Det är dock möjligt att kommunala chefstjänstemän utnyttjar sin makt över politiska processer för att gynna preferenser som inte är kopplade till politisk syn. Det kan exempelvis handla om att gynna andra gruppers preferenser eller att förbättra vissa gruppers position i samhället. Det är ett uppdrag för framtida forskning att undersöka om så är fallet.

According to organizational support theory (OST), the relationship between perceived organizational support (POS) and organizational citizenship behavior (OCB) is driven by social exchange mechanisms and mediated by felt obligation (Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). This explanation may be incomplete or limited as well-established motivational concepts are omitted. A new conceptual model is described that extends OST by incorporating the several cognitive motivational concepts (e.g., behavioral intentions, self-efficacy) with the felt obligation concept. The proposed model is tested in two separate studies an experimental study of undergraduate students (N = 191) and a field study of nurses (N = 171). In the experiment, induced organizational support was found to significantly affect all the dependent variables, including POS, felt obligation, self-efficacy, and intentions. Results of structural equation modeling were generally supportive of the proposed model. POS was found to be positively and indirectly related to both self-efficacy and intentions, through felt obligation. Consistent with expectations, felt obligation was positively related to both self-efficacy and intentions, while self-efficacy was positively related to intentions. The felt obligation-OCB relation was fully mediated by self-efficacy and intentions. As predicted, a positive relationship between intention and OCB was observed. Contrary to expectations, POS was not directly related to self-efficacy. POS-felt obligation was significantly moderated by exchange ideology significantly in the experimental study only. These findings suggest that employees who feel obligated to the organization as a result of high perceived organizational support consider both their ability and form intentions to engage in OCBs before reciprocating. The results suggest that variance in felt obligation is associated with efficacy and goal states. The experimental study presented here successfully pioneers the use of vignettes to experimentally induce variance in POS. This research offers two contributions to theory. First, the present findings extend goal theory by demonstrating that felt obligation influences goal choice. Second, this research extends OST by integrating well-established motivational concepts with social exchange mechanisms to provide more detailed understanding of how POS is translated into OCB, and by demonstrating that reciprocation for POS is more conscious and deliberate than previously recognized. / Human Resource Management and Industrial Relations