Examining correlates of organizational citizenship behavior and counterproductive work behavior in a collectivist culture: the case of Arab teachers in Israel

Abstract

Purpose This study aims to examine the relationships between personal (emotional intelligence, Dark Triad (DT), core self-evaluation and burnout) and situational variables (organizational justice) and organizational citizenship behavior (OCB) (supervisor report) and counterproductive work behavior (CWB) (self-report). Design/methodology/approach In total, 680 questionnaires were distributed to teachers in 20 Arab elementary schools in Northern Israel. Usable questionnaires were returned by 509 teachers (75%). The questionnaires covered emotional intelligence, DT, core self-evaluation, organizational justice, burnout, CWB and demographic characteristics. Their principals filled out questionnaires on the teachers’ in-role performance and OCB. Findings Results showed that CWB was mostly related to higher levels of psychopathy, lower levels of emotional intelligence (ability to use emotions) and higher levels of burnout (emotional exhaustion). OCB was related to higher levels of procedural justice, lower levels of burnout and higher levels of emotional intelligence. Practical implications Organizations should consider ways to reduce burnout, which may reduce CWB and increase perceptions of justice, thereby promoting OCB. Originality/value Two novel aspects are noteworthy. First, this study simultaneously examines both CWB and OCB to clarify the similarities and differences between them. Second, few studies have examined the correlates of CWB and OCB in Arab culture.

Workplace Spirituality as an Alternative Model for Promoting Commitment to Change and Change-Oriented Organisational Citizenship Behaviour

“…In previous studies from higher education institutions (Margaretha et al 2021;Cohen and Abedallah 2021;Manzoor et al 2021;Oplatka and Hassan 2021;Al-Mahdy et al 2022;Garg et al 2022) and business in general (Ford et al 2021;Ghasemy and Elwood 2022;Kayani et al 2022), the central study question was the impact of spirituality on various organisational outcomes, and as previously said, few studies have looked into the relationship between workplace spirituality, commitment to change, and change-oriented OCB. The primary purpose of this study was to determine if workplace spirituality stimulates change-oriented organisational citizenship behaviour (OCB) among employees, especially given the mediating function of their commitment to change.…”

“…OCB improves lecturers' self-fulfilment and job happiness, students' academic performance, and the university's reputation, according to several experts (Garg et al 2022;Manzoor et al 2021). In collectivist Indonesia, OCB is important (Rajiani and Kot 2020), as collectivists advocate group welfare and help group members and organisations altruistically (Cohen and Abedallah 2021).…”

Antecedents and Consequences of Organizational Citizenship Behavior in the Covid-19 Pandemic Era

“…Employees willing to carry out tasks not listed in their job description are the organization's wishes (Rahmanto, 2016). OCB refers to valuable organizational behavior that cannot be imposed by formal role responsibilities or incurred by contractual reimbursement guarantees (Cohen & Abedallah, 2020). OCB consists of five dimensions: (1) altruism, namely the behavior of helping to lighten the work aimed at individuals in an organization; (2) courtesy, which helps colleagues prevent problems arising in connection with their work by providing consultation and information and respecting their needs; (3) sportsmanship, which is tolerating less than ideal conditions without complaining; (4) civic virtues, namely being involved in organizational activities and maintaining the survival of the Article's contents are provided on a Attribution-Non Commercial 4.0 Creative commons license.…”

The Effect of Trust on Organizational Citizenship Behavior (OCB) on Officers at Class IIB Kudus State Detention Center

“…OCB refers to organizationally valuable behaviours that are not imposed by formal roles of responsibility or engendered by guaranteed reimbursement contracts; it includes both impersonal (directed at the organization as a whole) and altruistic (helping specific people within the organization) OCB (Cohen and Abedallah 2021). OCB is a term used by leaders to describe the activities and behaviors that employees must engage in in order to achieve common goals and objectives.…”