Tag Archives: OCBs

Help the Organization and…Help Yourself!!!

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Topic: Citizenship Behavior, Interviewing, Selection
Publication: Journal of Applied Psychology (MAR 2011)
Article: Effects of organizational citizenship behaviors on selection decisions in employment interviews.
Authors: N. P. Podsakoff, S. W. Whiting, P. M. Podsakoff, & P. Mishra
Reviewed By: Thaddeus Rada

Organizational citizenship behaviors (OCBs) are behaviors an employee may engage in that have a positive impact on the work environment. Recent research has found that OCBs can have an important impact on productivity, turnover, and other outcomes that organizations value. In an effort to hire individuals who are likely to engage in OCBs, research has been devoted to finding ways to assess the tendency of job applicants to engage in these behaviors. However, little research has assessed how knowledge of an applicant’s tendency to engage (or not engage) in OCBs might impact selection decisions concerning that individual – until now.

Using an interview in a hypothetical hiring scenario, the current study found that individuals who demonstrated a tendency to engage in a variety of OCBs (helping behavior, constructively challenging the status quo, and verbally defending the organization) were given higher starting salary recommendations, higher ratings of competence, and overall higher evaluations than individuals who did not exhibit a tendency to engage in these OCBs.

Although our knowledge of how OCBs impact organizations is still growing, this study demonstrates that knowledge of applicant tendencies to engage in OCBs can have an impact on selection decisions. As we refine our knowledge of which OCBs are most useful for specific types of organizations, practitioners may use this knowledge to guide organizations towards selection systems that will effectively assess relevant OCBs.

Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Mishra, P. (2011). Effects of organizational citizenship behaviors on selection decisions in employment interviews. Journal of Applied Psychology, 96, 310-326.

human resource management,organizational industrial psychology, organizational management

Is it Fair to Include “Citizenship” in Performance Appraisals?

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Topic: Citizenship Behavior, Performance Appraisal
Publication: Journal of Business and Psychology (DEC 2009)
Article: Organizational citizenship behavior in performance evaluations: Distributive justice or injustice
Authors: S.K., Johnson, C.L. Holladay, & M.A. Quinones
Reviewed By: Benjamin Granger

Organizational Citizenship Behaviors (OCBs) are volitional work behaviors that go above and beyond the call of duty and are intended to benefit the organization and/or its members.  Though OCBs are not  formally required of employees (e.g., don’t show up in the job description), they are highly valued by organizations. Thus, supervisors (and peers) often consider employees’ OCBs in formal performance appraisals.  But, how do employees feel about this?  In other words, since OCBs are not absolutely required of employees, do employees find this practice fair?

Johnson, Holladay, and Quinones (2009) investigated the extent to which employees consider including OCBs in formal performance appraisals fair. The authors conducted two separate experiments, one employing a sample of 78 employees from diverse organizations and industries and the other employing a large sample of undergraduate students.  In general, the findings of both studies were similar.

Overall, employees reported that it is fairer to include OCBs in performance appraisals than to not include them. Importantly, employees felt that it is most fair to include OCBs in performance appraisals when they constitute about 30 – 50% of the total performance rating (While the remaining represents Core Task Behaviors).

Johnson et al. also found that while females generally preferred higher weightings of OCBs (between 25 and 50%) men found a 20 – 30% weighting of OCBs to be most fair. Johnson et al. speculated that the findings for gender represent differences in the typical gender roles of males and females. For example, they suggested that in general, females are expected to engage in more helping behaviors (i.e., OCBs) than men at work and they want their performance ratings to account for this. 

Whether this is true or not (and we welcome your personal insight on this matter!), it is clear that employees  consider OCBs to be an important and rate-able portion of their job performance. Ultimately, employees do find it fair to include OCBs in performance appraisals, but the extent to which OCBs makeup the total performance appraisal depends largely on gender.

Johnson, S.K., Holladay, C.L., & Quinones, M.A. (2009). Organizational citizenship behavior in performance evaluations: Distributive justice or injustice. Journal of Business and Psychology, 24, 409-418.

Organizational Citizenship: Lend a Hand and Look Good Doing It

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Topic: Citizenship Behavior
Publication: Journal of Applied Psychology (JUL 2009)
Article: Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors
Authors: A. M. Grant, D. M. Mayer
Reviewed By: Sarah Teague

In recent years, organizational citizenship behaviors (OCBs) have received considerable attention in the workplace. OCBs refer to actions taken by an employee that further group and organizational goals but are not explicitly required by the job (e.g. taking on extra work to help a coworker meet their deadline). Research has consistently shown that these behaviors can benefit both the individual employee and the organization. But why do employees engage in these voluntary (and often unrewarded) behaviors at all?

The general assumption has been that people perform OCBs either because they genuinely want to “do good” or because they just want to “look good;” acting on (selfless) prosocial motives or (selfish) impression management motives, respectively. The current article suggests that those with strong prosocial motives are likely to engage in OCBs when they perceive a potential benefit to others, while those with strong impression management motives will engage in OCBs when they expect it to improve their image.

The authors also indicate, however, that it is actually possible for an employee to be simultaneously driven by both motives and that these individuals are more likely to engage in affiliative OCBs (those that benefit others without risking harm to their image).

These results suggest that if organizations want to reap the many benefits of OCBs, it is important to emphasize what’s in it for the employee; the satisfaction gained from doing good, as well as the potential for recognition and rewards.

Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94, 900-912.

In the Mood for an OCB

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Topic: Citizenship Behaviors, Workplace Deviance
Publication: Academy of Management Journal (OCT 2009)
Article: A within-person approach to work behavior and performance: Concurrent and lagged citizenship-counterproductivity associations, and dynamic relationships with affect and overall job performance.
Authors: R.S. Dalal, H. Lam, H.M. Weiss, E.R. Welch, C.L. Hulin
Reviewed By: Katie Bachman

If you aren’t already, sit down because I’m about to blow your mind. Here it comes: happy people act nice and unhappy people act mean, but not everyone is happy or unhappy all the time. Now, where’s my gold star? Sorry, I just get a little sarcastic when I read things in the literature that smack of kindergarten logic. Amazingly, most of the researchers who study this type of thing in organizations totally missed that lesson in school.

Organizational citizenship behaviors (OCBs; i.e., behaviors aimed at helping an organization and/or its workers) and counterproductive work behaviors (CWBs; i.e., behaviors aimed at hurting an organization and/or its employees) are two of the hottest topics in the literature right now.  Most of the research focuses on comparing multiple people on the dimensions, assuming that a person’s average level of work behavior is enough information. Well, no more of that!

A recent article in the Academy of Management Journal evaluated within-person effects (i.e. people evaluated against themselves rather than against others) for work behaviors. Affect (e.g., mood) was measured as an antecedent to OCBs and CWBs and, as usual, job performance came out the back end. The researchers found that affect predicted levels of work behaviors and that there was a lot of variability within individuals for both their OCB and CWB levels over time. CWB was particularly variable. Also, the behaviors were related but were not two ends of the same spectrum. In sum, mood determines workers’ positive and negative behaviors on the job, but the relationship isn’t one size fits all.

What does this mean for the twelve of us who don’t study work behaviors? It means that the previous research has a gaping hole in it, which this new work will start to fill. If we are looking at data between individuals, we aren’t getting the whole story about predicting behavior.

Dalal, R. S., Lam, H., Weiss, H. M., Welch, E. R., & Hulin, C. L. (2009). A within-person approach to work  behavior and performance: concurrent and lagged citizenship-counterproductivity associations, and  dynamic relationships with affect and overall job performance. Academy of Management Journal, 52, 1051  1066.