Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

The Social Psychology of Organizations.

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Ethical leadership: A social learning perspective for construct development and testing

A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.

A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior

This study tests the merit of the distinction made by W. C. Borman and S. J. Motowidlo (1993) between task performance and contextual performance. Supervisors rated 421 U.S. Air Force mechanics on their task performance, contextual performance, and overall performance. Data on length of air force experience, ability, training performance, and personality were also available for many of these mechanics. Results showed that both task performance and contextual performance contribute independently to overall performance. Experience is more highly correlated with task performance than with contextual performance, and personality variables are more highly correlated with contextual performance than with task performance. These results support the distinction between task performance and contextual performance and confirm that performance, at least as judged by supervisors, is multidimensional

Evidence that task performance should be distinguished from contextual performance.

This study attempts to refine the construct of contextual performance by dividing it into 2 narrower constructs, interpersonal facilitation and job dedication. Supervisors rated 975 U.S. Air Force mechanics on at least 1 of 4 aspects of job performance (different supervisors rated each aspect of performance), and 515 of these mechanics also completed self-report individual difference measures. Correlations between performance ratings and individual difference variables support distinguishing task performance from interpersonal facilitation but not from job dedication. Thus this study suggests the need to redefine task performance to include motivational elements of job dedication. Then task performance would include task proficiency and motivation to perform one's own tasks effectively, and contextual performance would include interpersonal skills, the motivation to maintain good working relationships and help others perform their tasks.

http://psycnet.apa.org/journals/apl/81/5/525.pdf

Interpersonal facilitation and job dedication as separate facets of contextual performance.

Linking perceived quality and customer satisfaction to store traffic and revenue growth

We analyzed data from a survey of employees of a large military base in order to assess possible differences in the whistle-blowing process due to type of wrongdoing observed Employees who observed perceived wrongdoing involving mismanagement, sexual harassment, or unspecified legal violations were significantly more likely to report it than were employees who observed stealing, waste, safety problems, or discrimination Further, type of wrongdoing was significantly related to reasons given by employees who observed wrongdoing but did not report it, across all forms of wrongdoing However, the primary reason that observers did not report it was that they thought nothing could be done to rectify the situation Finally, type of wrongdoing was significantly related to the cost of the wrongdoing, the quality of the evidence about the wrongdoing, and the comprehensiveness of retaliation against the whistle-blower These findings suggest that type of wrongdoing makes a difference in the whistle-blowing process, and it should be examined in future research

https://www.jstor.org/stable/pdfplus/3857908.pdf

Does Type of Wrongdoing Affect the Whistle-Blowing Process?

Whistle-blowing represents an influence attempt in which organization member(s) try to persuade other members to cease wrongdoing; sometimes they fail; sometimes they succeed; sometimes they suffer reprisal. We investigated whether women experienced more retaliation than men, testing propositions derived from theories about gender differences and power variables, and using data from military and civilian employees of a large U.S. base. Being female was correlated with perceived retaliation. Results of structural equation modeling showed significant gender differences in antecedents and outcomes of retaliation. For men, lack of support from others and low whistleblower's power were significantly related to retaliation; for women, lack of support from others, serious wrongdoing, and the wrongdoing's direct effect on the whistleblower were significantly associated with retaliation. Retaliation in turn was negatively related to relationships with the supervisor for both men and women, and positively related to women's---but not men's---decisions to blow the whistle again, using external channels. We finish by discussing implications for theory and practice.

James R. Van Scotter

Papers

Evidence that task performance should be distinguished from contextual performance.

Interpersonal facilitation and job dedication as separate facets of contextual performance.

Linking perceived quality and customer satisfaction to store traffic and revenue growth

Does Type of Wrongdoing Affect the Whistle-Blowing Process?

Antecedents and Outcomes of Retaliation Against Whistleblowers: Gender Differences and Power Relationships