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Journal ArticleDOI

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

01 Dec 1995-Personnel Psychology (Blackwell Publishing Ltd)-Vol. 48, Iss: 4, pp 775-802
TL;DR: A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB) as discussed by the authors, and the relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups.
Abstract: 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.
Citations
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Journal ArticleDOI
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


Cites background or methods or result from "A meta-analytic review of attitudin..."

  • ...To do this, we depended primarily on the meta-analyses conducted by Organ and Ryan (1995) and Podsakoff, MacKenzie, and Bommer (1996a)....

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  • ...…dispositional predictors have had a weaker than expected relationship with OCB/contextual performance when common method variance is controlled (cf. Organ & Ryan, 1995), and incentives and rewards (in the form of leader contingent reward behavior, how much employees value the rewards they receive…...

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  • ...…& Motowidlo, 1993; Organ & Ryan, 1995; Motowidlo & Van Scotter, 1994) that dispositional variables are important antecedents of organizational citizenship behaviors, it is important to recognize that only a limited set of dispositions have been examined in the literature (cf. Organ & Ryan, 1995)....

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  • ...The first of these is a general affective “morale” factor, which Organ and Ryan (1995) view as underlying employee satisfaction, organizational commitment, perceptions of fairness, and perceptions of leader supportiveness....

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  • ...As far as the antecedents are concerned, Borman and Motowidlo (1993), Motowidlo et al. (1997), and Organ and his colleagues (Organ, 1988; Organ & Ryan, 1995), argue that OCBs/contextual performance should be determined more by personality and dispositional variables than by ability and motivational…...

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Journal ArticleDOI
TL;DR: A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided and an agenda for future research on the satisfaction-performance relationship is provided.
Abstract: 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.

4,107 citations


Cites background from "A meta-analytic review of attitudin..."

  • ...28 ; Organ & Ryan , 1995 ) appears to be no stronger than the relationship with job perfor - mance reported here ( p = ....

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  • ...28 . k = 22 : Organ & Ryan , 1995 ) ....

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Journal ArticleDOI
TL;DR: Estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates are provided and a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in Leadership and its operation.
Abstract: In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.

2,970 citations


Cites background or methods or result from "A meta-analytic review of attitudin..."

  • ...Consistent with other meta-analyses, (e.g., Organ & Ryan, 1995), for studies that used facet variables, we applied the appropriate formulas (Hunter & Schmidt, 1990) to compute a single effect size....

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  • ...Earlier meta-analyses of these literatures make this comparison possible (Brown, 1996; Colquitt et al., 2001; Iaffaldano & Muchinsky, 1985; Lee, Carswell, & Allen, 2000; Mathieu & Zajac, 1990; Organ & Ryan, 1995)....

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  • ...We discuss hypotheses only for those relationships for which we have both sufficient data and a theoretical rationale....

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  • ...We note that the sample sizes in this study are, however, in line with those reported in meta-analyses of other variables in the literature (e.g., Brown, 1996; Gerstner & Day, 1997; Lee et al., 2000; Mathieu & Zajac, 1990; Organ & Ryan, 1995)....

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  • ...Similar to arguments advanced by other researchers, our view is that OCBs are discretionary behaviors, are less constrained by abilities and work processes than job performance, and hence are likely to be more strongly affected by attitudinal variables such as trust (Organ & Ryan, 1995)....

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Journal ArticleDOI
TL;DR: In this paper, the meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients, and they show that the term is used at different times to refer to psychological states, traits and behaviors as well as their antecedents and outcomes.
Abstract: The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.

2,742 citations


Cites background from "A meta-analytic review of attitudin..."

  • ...Viewed through a proactive lens, it would be expected that conscientiousness would correlate with measures of contextual performance, especially generalized compliance as a facet of OCB, aswas demonstrated in ameta-analysis by Organ and Ryan (1995)....

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Journal ArticleDOI
TL;DR: In this article, the importance of extra-role behavior in explaining employee performance over a six-month period was demonstrated, and a field study of 597 employees demonstrated that extra role behavior can explain employee performance.
Abstract: Results of this field study of 597 employees demonstrate the importance of extra-role behavior in explaining employee performance over a six-month period. Supervisors, peers, and employees differen...

2,512 citations

References
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Journal ArticleDOI
TL;DR: Two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS) are developed and are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period.
Abstract: In recent studies of the structure of affect, positive and negative affect have consistently emerged as two dominant and relatively independent dimensions. A number of mood scales have been created to measure these factors; however, many existing measures are inadequate, showing low reliability or poor convergent or discriminant validity. To fill the need for reliable and valid Positive Affect and Negative Affect scales that are also brief and easy to administer, we developed two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS). The scales are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period. Normative data and factorial and external evidence of convergent and discriminant validity for the scales are also presented.

34,482 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated the relation of the Big Five personality dimensions (extraversion, emotional stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled).
Abstract: This study investigated the relation of the “Big Five” personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of personality, Conscientiousness, showed consistent relations with all job performance criteria for all occupational groups. For the remaining personality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid predictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (ρ < .10). Overall, the results illustrate the benefits of using the 5-factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of personnel selection, training and development, and performance appraisal.

8,018 citations

Journal ArticleDOI
TL;DR: In this paper, the authors summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis, including 26 variables classified as antecedent, 8 as consequences, and 14 as correlates.
Abstract: In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

6,145 citations

Journal ArticleDOI
TL;DR: Two data sources--self-reports and peer ratings--and two instruments--adjective factors and questionnaire scales--were used to assess the five-factor model of personality, showing substantial cross-observer agreement on all five adjective factors.
Abstract: Two data sources--self-reports and peer ratings--and two instruments--adjective factors and questionnaire scales--were used to assess the five-factor model of personality. As in a previous study of self-reports (McCrae & Costa, 1985b), adjective factors of neuroticism, extraversion, openness to experience, agreeableness-antagonism, and conscientiousness-undirectedness were identified in an analysis of 738 peer ratings of 275 adult subjects. Intraclass correlations among raters, ranging from .30 to .65, and correlations between mean peer ratings and self-reports, from .25 to .62, showed substantial cross-observer agreement on all five adjective factors. Similar results were seen in analyses of scales from the NEO Personality Inventory. Items from the adjective factors were used as guides in a discussion of the nature of the five factors. These data reinforce recent appeals for the adoption of the five-factor model in personality research and assessment.

5,462 citations

Journal ArticleDOI
TL;DR: In this paper, a factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs, and hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCB.

5,343 citations