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Organ’s organizational citizenship behavior (OCB) model implies that aggregate citizenship behaviors improve organizational effectiveness. This study investigated relationships between OCBs and organizational effectiveness indicators in limited-menu restaurants. Citizenship behaviors were associated with lower food cost percentages, increased revenue to full-time equivalent, perceived company quality, operating efficiency, customer satisfaction, and fewer customer complaints. Developing a work environment that promotes OCB performance may enhance a manager’s personal productivity and success as well as the organization’s effectiveness.

Maintaining survivors’ loyalty in a downsizing environment is a difficult problem for management practitioners. Theorists have suggested that empowerment and job enrichment are mechanisms that allow survivors to cope with the stress of downsizing. This study examined the relationships between managerial empowerment behaviors, perceptions of job enrichment, and loyalty behaviors with employees who have survived downsizing in an organization. Results showed that empowerment does not have a direct effect on loyalty but affects loyalty indirectly through job enrichment. The results are discussed in terms of their implications for theory and practice.