Organizational citizenship behaviours (OCB) are ‘extra‐role’, work‐directed actions theorized to contribute to organizational effectiveness. However, the link between OCB and performance is not firmly based on empirical study. First, we argue that managers and employees may have different perceptions of OCB. The level of OCB will be perceived to be higher by managers than by employees. Second, we suggest that ‘best’ performing employees will have higher levels of OCB, and a stronger OCB–performance linkage than ‘worst’ performers. Using a sample of unionized workers and their managers, we investigated perceptions of OCB and the magnitude of OCB performance relationships from two hierarchical levels: managers and employees. ‘Best’ performing employees scored higher on OCB, and had a stronger OCB–performance linkage than the ‘worst’ performing group for helping‐type OCBs. Managers scored employees lower on OCB than employees scored their peers. In addition, managers perceived a stronger OCB–performance link than employee respondents. The results provide new and pragmatic implications of the OCB construct, including managerial clarification of ‘extra’ versus expected behaviours, review of job descriptions, moving valuable OCBs from ‘extra‐role’ to expected, and enhancing OCB by providing rewards. We suggest further causal studies to determine the specific contributions of various OCBs, identification and management of workplace antecedents of OCB, and determination of the reasons for the bi‐level differences in perceptions.

This study investigates the relationship between component factors of the work environment and burnout. Age, time on the job, and the intensity of religious beliefs were hypothesized to moderate the work environment/burnout linkage. The Work Environment Scale (Moos, 1986) was used to assess the work environment, and burnout was measured by the Maslach Burnout Inventory (Maslach & Jackson, 1986). Results identified peer cohesion, work pressure, supervisor support, job clarity, and autonomy as work environment variables which are linked to burnout. Age, time on the job, and the intensity of religious beliefs moderated the influence of the work environment on burnout. Results are discussed with respect to organizational effectiveness and management.

This study evaluated hypothesized positive linkages between organizational citizenship behavior and the emotional intelligence dimensions of perception, using emotion, understanding emotion, and management of emotion, involving two samples. Sample 1 comprised 334 employed college students, 52% male, with a mean age of 23.4 yr., who worked an average of 29.6 hr. per week. Sample 2 comprised 72 professors, 81% female, with a mean age of 47 yr. Measures were the Emotional Intelligence Scale and the Organizational Citizenship Behavior Scale. Results of hierarchical multiple regressions indicated a positive link between organizational citizenship behavior and emotional intelligence. There were differences between the samples. In Sample 1, each of the emotional intelligence dimensions were positively linked to citizenship behavior: using and managing emotion were the greatest contributors. In Sample 2, managing emotion was the only contributor. Emotional intelligence had the strongest relationship with citizenship behavior directed at individuals.

Burnout is linked to many problems of employees and to organizational effectiveness. Using the Maslach Burnout Inventory and the State-Trait Anxiety Inventory, this study considered the effects of the trait (a personality characteristic), and the state (a response to stressful stimuli) of anxiety to perceived burnout. Analysis showed that scores on both trait and state anxiety were significantly related to scores on burnout. Moderators, including characteristics of the work environment, as measured by selected subscales of the Work Environment Scale were evaluated for their influence on the anxiety-burnout linkage. Peer and supervisory support, age, and prior knowledge of work-day situations moderated anxiety about burnout. Other work environment factors functioned as independent predictors of burnout.