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.

Weick (2006) calls for researchers to investigate how employees ‘hold it together’ during periods when organizational routine and order are challenged. This thesis focuses on employee experiences during two types of organizational upheaval: periods of planned, large-scale organizational change and periods of organizational crisis triggered by external events. In both conditions, employees can react negatively. This leads to failure to cope with the current situation and with future situations that pose similar threats and challenges. On the other hand, if employees can make sense of a threatening, challenging situation, the outcomes are more positive for them as individuals and for the organization as a whole. Weick’s (1988) concept of sensemaking is used as a guiding framework for investigating the experiences, attitudes, and actions reported by employees in times of organizational change and crisis. The general assertion of the thesis is that the espoused and enacted values of an organization provide sensemaking cues to employees in difficult times. More specifically, the role of stated organizational values is examined. Organizational values are often stated as a set of principles that provide guidance for employees, particularly as part of a managing-by-values approach. The context for the research program is the healthcare industry, because values are very important for healthcare employees. Moreover, healthcare organizations must continue to function optimally during challenging conditions. Three research studies are reported. Study 1 was conducted in an Australian public hospital that was undergoing large-scale change. Thirty-five employees from a range of occupations were interviewed midway through the five-year period of change. Thematic analysis of their interviews revealed that employees mostly reported negative experiences of the change program. Furthermore, employees made sense of the change program by focusing on specific cues in their situation. One such cue was the organization’s strongly promoted set of ‘core values’. The stated values were seen to be a visible symbol of the hospital’s principles, but there were negative perceptions about how well these principles were enacted. Study 2 was conducted in a public hospital in Singapore exposed to a crisis situation due to the SARS virus in 2003. Thirty-one employees from a range of occupations were interviewed four months after the outbreak had ended. Twenty of these participants returned for a second interview, one week after the first interview. A card sort procedure and thematic analysis of the interview data were used to investigate employees’ experiences of the crisis. Results revealed that employees made sense of the crisis through identification with their profession and their organization. They also perceived that the hospital’s actions during the crisis were consistent with its written set of organizational values. In addition, employees identified a number of organizational citizenship behaviors (OCBs) that they had shown during the crisis. Study 3 was conducted at three hospitals in Singapore. A pilot study involved 24 employees from a public hospital. They engaged in a focus group discussion about professionalism and they refined a set of hospital-specific employee behaviors that could potentially be classified as OCBs. The main study involved survey completion by a stratified sample of employees from another public hospital (n= 214) and from a private hospital (n=184). All respondents were invited to complete a second survey (measuring related variables) three weeks after the first survey. Analysis of 301 usable survey responses revealed findings that contribute to different literatures. Firstly, asking respondents to rate OCBs according to whether they were voluntary, unrewarded, and beneficial to the organization, revealed that many OCB items used in previous research were not perceived as being ‘true OCBs’ by the survey respondents. Furthermore, despite the use of many possible OCB dimensions, the true OCB items were factor analyzed into just two factors. One factor reflected OCBOs, which are behaviors directed towards the organization as a whole, while the other factor reflected OCBIs, which are behaviors directed towards other individuals. A second contribution is the suggestion that employees’ sense of ‘professionalism’ is a single construct. Survey respondents did not distinguish between professional identification and professional commitment in the same way as organizational identification and commitment were differentiated. Professionalism was weakly related to tendency to engage in OCBOs and more strongly related to tendency to engage in OCBIs. Finally, the main contribution to the values literature is the development of the concept of ‘organizational values integrity’ (OVI). This is conceptualized as the perceived alignment between organizational actions and organizational words, especially those words espoused in values statements. Structural equation modeling revealed that OVI influenced organizational identification and organizational commitment, which both mediated the impact of OVI on OCBOs. Furthermore, OVI had a direct impact on OCBOs. Overall, this thesis highlights employee perceptions that the organization acts in ways that are aligned to its stated values as important influences on employee attitudes and OCBs, particularly in difficult times. Implications for managerial practice and further research are discussed.

Organizations have become increasingly concerned with developing and protecting their information security systems. Despite attempts to secure the information infrastructure, employees inside of organizations remain the largest source of threat to information cyber-security. While previous research has focused on behavioral and situational factors that influence cyber-security behaviors, the measurement of cyber behaviors and their relationship to other performance variables is poorly understood. The purpose of the present study is to 1) determine the underlying factor structure of a cyber-security behavior scale, 2) assess if individual personality traits predict four types of cyber-security behaviors: security assurance, security compliance, security risk, and security damaging behaviors, and 3) explore the relationship between citizenship and counterproductive work behaviors and cyber-security behaviors. Results indicate that cyber-security behavior can be separated into four distinct dimensions and that personality traits such as conscientiousness, agreeableness, and openness to experience are predictive of these behaviors. Additionally, positive cyber behaviors are related organizational citizenship behaviors, and potentially harmful cyber behaviors related to counterproductive work behaviors. This research has implications for using personality to predict cyber-security behaviors and reduce insider threat in the workplace.

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This study employed an experimental design intended to be an analog to the workplace to examine a person by situation interactive effect on OCBs, which were evaluated as prosocial behaviors. This study also sought to provide initial empirical support for the two-stage social cognitive model of OCBs proposed by Hauenstein and Kalanick (2008). Participants were 194 undergraduates. The study was a 2 (Helpfulness) by 2 (Fairness) design. After completing distracter tasks 1 and 2, participants received either a helpfulness prime or a control prime (task 3). Participants then either experienced either a fair manipulation or an unfair manipulation. Results indicated a distinction between the decision to help and helping effort, which has not been thoroughly examined in literature on OCBs. Results revealed main effects for the helpfulness prime and fairness manipulation on the decision to engage in helping. The nature of these effects was that participants helped more when they were primed with helpfulness and when they experienced fairness. However, once helping commenced, there was an interactive effect between helpfulness and fairness such that the helpfulness prime had a stronger effect on participants treated unfairly. Implications for future research on OCBs are discussed. / Ph. D.

Notre recherche a pour but de mieux comprendre les comportements de citoyenneté organisationnelle et plus particulièrement ce qui peut les favoriser ou les défavoriser. Nous en avons retenu cinq pour notre recherche: les comportements de vertu civique, d’esprit d’équipe, conformistes, de courtoisie et d’altruisme Nous avons choisi d’étudier l’influence des valeurs au travail sur ces comportements et notre objectif est de vérifier l’influence de 28 valeurs au travail sur nos cinq comportements de citoyenneté organisationnelle. Par ailleurs, nous avons choisi d’inclure à notre modèle de recherche la variable des générations. Nous cherchons à savoir si les valeurs au travail peuvent changer en fonction de l’appartenance d’un individu à l’une des 4 générations présentes sur le marché du travail (Vétérans, Baby Boomers, X et Y) et si le fait d’appartenir à une géné-ration plutôt qu’une autre aura un impact sur les comportements de citoyenneté organisationnelle. Les données ont été collectées au sein de la firme de sondage l’Observateur. Au total, 278 questionnaires sont utilisables dans le cadre de notre recherche. Des analyses de régression hiérarchiques ont permis de vérifier la capacité explicative des valeurs sur les comportements de citoyenneté organisationnelle. Des tests post hoc de Scheffé ont permis de vérifier l’existence de différences de valeurs entre les générations et des analyses de variance nous ont permis de vérifier l’influence des générations sur les comportements de citoyenneté organisationnelle. Les résultats indiquent que des liens significatifs existent entre les valeurs et les comportements de citoyenneté organisationnelle permettant ainsi de confirmer l’influence favorable ou défavorable de certaines valeurs parmi les 28 à l’étude sur nos cinq comportements de citoyenneté organisationnelle. En ce qui a trait aux différences existan-tes entre nos générations à l’étude, les résultats nous révèlent qu’elles sont beaucoup moins importantes que ce que la littérature nous laisse penser. Finalement, nos résultats ne nous permettent pas de confirmer que certaines générations sont plus disposées que d’autres à adopter des comportements de citoyenneté organisationnelle. Mots-clés : valeurs au travail, génération, comportements de citoyenneté organisationnelle. / Our research aims to better understand organizational citizenship behaviors and in particular, which individual values can promote or disadvantage them. We selected five such behaviors for sour research: civic virtue, sportsmanship, conscientiousness, courtesy and altruism. We chose to study influence of 28 individually-hold work-related values on these five organizational citizenship behaviors. We also chose to include generations as an antecedent of work values. Respondents were sorted into four generation still active in the labor market (i.e., Veterans, Baby Boomers, X, Y. We also investigated whether belonging to a generation rather than another has an impact on organizational citizenship behaviors. Data were collected by a survey firm called Observateur. In total, 278 questionnaires were used in the context of our research. Hierarchical regression analysis was used to assess the explanatory power of values on organizational citizenship behaviors. Post hoc Scheffé tests verified the existence of differences in values between generations and an analysis of variance allowed us to check the influence of generations of organizational citizenship behaviors. The results suggest significant associations between values and organizational citizenship behaviors thus confirming the positive or negative influence of certain values on five organizational citizenship behaviors. With respect to the differences in values between generations, the results reveal that they are much smaller than the literature suggests. Finally, our results show that belonging to a generation rather than another has no significant impact on organizational citizenship behaviors. Keywords: work values, generation, organizational citizenship behaviors

Durant des siècles, la religion a été considérée comme une entité extrêmement influente. Lentement et progressivement, les gouvernements ont pris la relève et gagné en puissance. De nos jours, quelques grandes entreprises prennent le relais (Cohen, 1988). Cependant, la recherche montre que les entreprises qui ne gèrent pas leur pouvoir de manière socialement responsable sont sanctionnées par la société (Davis, 1973). Pour cette raison, les PDG sont amenés à faire un usage intelligent et productif de leurs ressources, par le biais de la responsabilité sociale. La RSE est un phénomène important par le moyen duquel les employés acquièrent, par identification à l'entreprise, une identité sociale. Cette identification génère elle-même des comportements de citoyenneté organisationnelle (OCB). Il est nécessaire de procéder à une étude approfondie de ces comportements influencés par la RSE, en tenant compte de l'approche psychologique individualiste ou collectiviste de l'employé. Nous présentons ici un modèle optimal, testé empiriquement. Les résultats de cette recherche suggèrent aux entreprises d'utiliser intelligemment leurs activités opérationnelles pour répondre à un large éventail de besoins. / Ages ago, religion was an entity which was deemed as influentially powerful. Slowly and gradually, governments became the entities even with greater power to influence the circumstances. And now, some big corporations have taken over that power (Cohen, 1988) . Nevertheless, when power comes, along lingers responsibility. Research shows that businesses which do not handle their power in socially responsible manner, the society deprives it of that power (Davis, 1973). For this reason, CEO's now make intelligent use of their resources in order to be productive as well as socially responsible, in short they exhibit Corporate Social Responsibility (CSR). CSR is such a powerful phenomenon which enables an employee to derive his/her social identity by identifying with the firm. Employees view their self as a depiction of their firm, when their firm behaves in a socially responsible manner. This resulting identification tends to generate organizational citizenship behavior (OCB). A need resides to conduct an deep study of employee behavior influenced by CSR while considering the individualist or collectivist psychological approach of the employee. This research plays its role in configuring the resulting behavioral patterns generated from the considerate behavior of the firm. We bring forward an optimal model, which is empirically tested. The findings support this research suggesting firms to cleverly utilize its operational activities to meet a broader range of needs.