Although one of the main reasons for the interest in organizational citizenship behaviors (OCBs) is the potential consequences of these behaviors, no study has been reported that summarizes the research regarding the relationships between OCBs and their outcomes. Therefore, the purpose of this study is to provide a meta-analytic examination of the relationships between OCBs and a variety of individual- and organizational-level outcomes. Results, based on 168 independent samples (N 51,235 individuals), indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be related (k 38; N 3,611 units) to a number of organizational-level outcomes (e.g., productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover). Of interest, somewhat stronger relationships were observed between OCBs and unit-level performance measures in longitudinal studies than in cross-sectional studies, providing some evidence that OCBs are causally related to these criteria. The implications of these findings for both researchers and practitioners are discussed.

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Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis.

Building on the social exchange perspective and organizational support theory, this study examined the relationships among employees' justice perceptions, perceived organizational support (POS), organizational commitment and intention to leave. A hypothesized model was developed and tested using hierarchical regression analyses on a sample of 514 practising solicitors in Hong Kong. The results showed that both procedural and distributive justice contributed to the development of POS, and POS mediated their effects on organizational commitment and intention to leave. As expected, organizational commitment was negatively related to intention to leave. Additional analyses revealed that these relationships held for both partners and non-partners in law firms.

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Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support

Meta-analytic path analysis was utilised to test an integrative model linking perceived safety climate to hypothesized organisational antecedents and individual outcomes. Psychological climate, especially the perception of organisational attributes, was found to be significantly associated with safety climate (both constructs measured at the individual level). A partial mediation model was supported. Within this model, the relationship between safety climate and safety behaviour was partially mediated by work-related attitudes (organisational commitment and job satisfaction), and the relationship between safety climate and occupational accidents was partially mediated by both safety behaviour and general health. Safety climate acted as a partial mediator in the relationship between psychological climate and safety behaviour, with direct effects from climate perceptions relating to the leader and organisational processes. Avenues for further research and practical implications are discussed.

An integrative model of safety climate: Linking psychological climate and work attitudes to individual safety outcomes using meta-analysis

Purpose
This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory’s central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends.

Advancing Organizational Support Theory into the Twenty-First Century World of Work

Although research has shown that the use of high-performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on HR well-being and HR performance attributions, and how these influence happiness- and health-related outcomes. Using multilevel data (1,065 employees nested within 150 work units) obtained from multiple sources (line managers and employees), our results show that coverage of HPWS was positively associated with the two HR attributions. In addition, HR well-being attributions were associated with higher levels of commitment and lower levels of job strain. HR performance attributions were associated with higher levels of job strain. The findings of this study highlight the importance of taking into account how employees attach meaning to enacted HPWS in order to predict employee outcomes.

The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes

This paper examines the role of perceived organisational support as a mediator of the relationship between perceived situational factors and affective organisational commitment. Perceived situational factors examined were: procedural justice, distributive justice, communication satisfaction with supervisor, and labor–management relationship climate. Analysis of data from a sample of 185 pharmaceutical sales representatives from India indicated that perceived organisational support fully mediates the relationship between each of these perceived situational variables and affective commitment to the organisation.



Cet article examine le role que joue la perception du support organisationnel en tant que mediateur de la relation entre les facteurs situationnels et l’engagement affectif; les facteurs situationnels consideres etaient: la justice procedurale, une distribution equitable des tâches, le degre de satisfaction concernant les rapports avec le superieur et le plus ou moins favorable climat des relations de travail. L’analyse des donnees, sur un echantillon de 185 representants de produits pharmaceutiques, en Inde, indique pleinement que la perception du support organisationnel est effecetivement un mediateur entre chacune de ces variables situationnelles et l’engagement affectif envers l’organisation.

Perceived Organisational Support as a Mediator of the Relationship of Perceived Situational Factors to Affective Organisational Commitment

This paper replicates with a unionized, Indian sample, the well‐established finding that managerial evaluations of employee performance are affected by both objective productivity and organizational citizenship behavior Data from the managers of 104 Indian pharmaceutical sales representatives and company records replicated the findings of previous research While objective productivity alone accounted for 9 percent of the variance in subjective performance, objective productivity and organizational citizenship behavior together accounted for 41 percent of the variance Implications of the findings for future research and managerial practice are discussed

Ahamedali Nalakath

Papers

Perceived Organisational Support as a Mediator of the Relationship of Perceived Situational Factors to Affective Organisational Commitment

Relationship of organization citizenship behavior and objective productivity to managerial evaluations of performance in India