A glimpse into prosociality at work.
TL;DR: A brief introduction to the currently most prominent constructs related to prosociality at work can be found in this article, where the authors briefly sketch how research on prosocial behavior at work would likely benefit from a stronger integration of research from related fields within and beyond the organizational literature.
Abstract: Prosociality is an important part of the work context. Employees, leaders, and organizations show various forms of prosocial behavior such as supporting colleagues suffering from heavy workload, voluntarily organizing social events fostering a good organizational climate, or providing goods and services that benefit society at large. From the plethora of constructs related to prosociality at work, I herein provide a brief introduction to the currently most prominent ones with regard to organizational members in general (organizational citizenship behavior) and leaders (servant leadership), respectively. Moreover, I briefly sketch how research on prosociality at work would likely profit from a stronger integration of research from related fields, within and beyond the organizational literature.
Citations
More filters
TL;DR: The authors adapted the prosocial organizational behavior scale (POBS) developed by McNeely and Meglino (1994) to Turkish culture and performed an adaptation study in a 14-step systematic order.
Abstract: This study aims to adapt the prosocial organizational behavior scale (POBS) developed by McNeely and Meglino (1994) to Turkish culture. An adaptation study was carried out in a 14-step systematic order. The data were collected from a sample of 600 people actively working in different sectors in the city center of Düzce. The properties of the scale were analysed through internal consistency coefficient, structural validity (EFA&CFA), scope validity, linguistic equivalence, convergent and discriminant validity methods. Results confirmed that POBS adapted in Turkish is a valid and reliable three-dimensional scale with 17 items.
TL;DR: In this article , the authors argue that intellectual transparency tends to enhance its possessor's close personal relationships, work performance, and civic engagement, and that the intellectually transparent person is likely to enjoy better quality, more satisfied personal relationships such as romantic relationships and friendships.
Abstract: ABSTRACT In a recent book and journal article, I have developed an account of intellectual transparency as an other-regarding intellectual virtue, and have explored its conceptual relationship to the virtue of honesty. This paper aims to further advance understanding of intellectual transparency by examining some of the ways in which the trait is instrumentally valuable. Specifically, I argue that intellectual transparency tends to enhance its possessor’s close personal relationships, work performance, and civic engagement. On account of their intellectual transparency, the intellectually transparent person is likely to enjoy better quality, more satisfied personal relationships such as romantic relationships and friendships. They are likely to contribute to better work outcomes, especially when working in a team context. And, they are likely to be more civically active and to promote epistemic values of democratic deliberation.
References
More filters
TL;DR: The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain this paper.
5,183 citations
TL;DR: Results 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, and some evidence that O CBs are causally related to these criteria is provided.
Abstract: 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.
1,847 citations
TL;DR: In this article, a taxonomy of contextual performance containing elements of organizational citizenship behavior and prosocial organizational behavior is presented, and evidence is presented demonstrating that supervisors weight roughly equally subordinate task and contextual performance when making overall judgments of their performance.
Abstract: This article distinguishes between task and contextual activities, and a taxonomy of contextual performance containing elements of organizational citizenship behavior and prosocial organizational behavior is offered. Evidence is presented demonstrating that supervisors weight roughly equally subordinate task and contextual performance when making overall judgments of their performance. This, along with data showing that personality successfully predicts contextual performance, provides an alternative explanation for recent meta-analytic findings that personality correlates moderately with overall performance. Personality may be predicting the contextual component of overall performance. Results from studies using the Hogan Personality Inventory confirm that correlations between personality and contextual criteria are higher than correlations between personality and overall performance. We argue that finding such links between predictors and individual criterion elements significantly advances the science ...
1,797 citations
TL;DR: An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior, and implications for organizations are discussed.
Abstract: Job performance is increasingly being seen to encompass constructs such as organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). To clarify the OCB-CWB relationship, a meta-analysis was conducted. Results indicate a modest negative relationship (p = -0.32). The relationship strength did not increase appreciably when the target of the behavior (the organization vs. other employees) was the same. Moreover, OCB and CWB exhibited somewhat distinct patterns of relationships with antecedents. The OCB-CWB relationship was moderated by the source of the ratings, the presence of antithetical items, and the type of response options. An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior. Implications for organizations are discussed.
1,250 citations
TL;DR: Relationships among ID, OD, and their common correlates were meta-analyzed and showed ID and OD exhibited their strongest (negative) relationships with organizational citizenship, Agreeableness, Conscientiousness, and Emotional Stability.
Abstract: Interpersonal deviance (ID) and organizational deviance (OD) are highly correlated (R. S. Dalal, 2005). This, together with other empirical and theoretical evidence, calls into question the separability of ID and OD. As a further investigation into their separability, relationships among ID, OD, and their common correlates were meta-analyzed. ID and OD were highly correlated (rho = .62) but had differential relationships with key Big Five variables and organizational citizenship behaviors, which lends support to the separability of ID and OD. Whether the R. J. Bennett and S. L. Robinson (2000) instrument was used moderated some relationships. ID and OD exhibited their strongest (negative) relationships with organizational citizenship, Agreeableness, Conscientiousness, and Emotional Stability. Correlations with organizational justice were small to moderate, and correlations with demographic variables were generally negligible.
1,162 citations