Organizational citizenship behavior and workplace deviance: The role of affect and cognitions.

Lee, Kibeom; Allen, Natalie J.

doi:10.1037/0021-9010.87.1.131

Cited by 1,594 publications

(1,518 citation statements)

References 63 publications

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“…While informative, many citizenship performance studies do not specify the target of citizenship (cf., Lee & Allen, 2002;McNeely & Meglino, 1994), and scales meant to assess citizenship often include items that benefit supervisors and/or coworkers (Anderson & Williams, 1996;Settoon et al, 1996;Smith et al, 1983;Williams & Anderson, 1991). Although this research has been insightful, more precise specification of the target of citizenship would enhance our understanding of citizenship behavior because different psychological mechanisms may motivate behavior directed toward different exchange partners.…”

Section: Personality Task Performance and Helpingmentioning

confidence: 99%

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Kamdar

Dyne

2007

Journal of Applied Psychology

385

294

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This field study examines the joint effects of social exchange relationships at work (LMX:leader-member exchange and TMX: team-member exchange) and employee personality Existing research has demonstrated the importance of personality characteristics and social exchange relationships as predictors of task and citizenship performance (Barrick & Mount, 1991;Eisenberger, Fasolo, & Davis-LaMastro, 1990;Judge & Ilies, 2002;LePine & Van Dyne, 2001;Settoon, Bennett, & Liden, 1996). To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.Emphasizing the benefits of integrative research that simultaneously considers personality and social exchange predictors of performance, this field study has two primary purposes. First, we develop and test theoretical arguments that two personality characteristics (conscientiousness and agreeableness) and two social exchange relationships (LMX and TMX) interact to predict task performance and helping behavior of professionals working in teams.More specifically, based on Trait Activation Theory (Tett & Burnett, 2003), we propose and demonstrate interactions where high quality social exchange relationships weaken the positive effects of personality on performance. Second, drawing on Ajzen's (1988) principle of compatibility, we argue that LMX has special relevance to behaviors targeted at the supervisor and TMX has special relevance to behaviors targeted at coworkers. Thus, we extend past research that has demonstrated differential effects of LMX and Perceived Organizational Support (POS: Masterson, Lewis, Goldman, & Taylor, 2000: Settoon et al., 1996 by considering interactive effects of personality and LMX in predicting outcomes targeted at the supervisor as 4 well as interactive effects of personality and TMX in predicting outcomes targeted at peers.We first define task and citizenship performance. We then consider personality and quality of exchange relationships as predictors of task and citizenship performance. Finally, we integrate work on personality and exchange relationships, arguing that quality of exchange relationships moderates the effects of personality on task and citizenship performance. Task Performance and Citizenship PerformancePerformance is a complex, multi-dimensional construct (Campbell, 1999). As such, finegrained conceptualizations can provide a better understanding of relationships between specific predictors and specific aspects of performance (Hogan & Holland, 2003;Johnson, 2001;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Rotundo & Sackett, 2002...

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Section: Personality Task Performance and Helpingmentioning

confidence: 99%

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Kamdar

Dyne

2007

Journal of Applied Psychology

385

294

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“…We assessed employee OCB (indexed by a coworker) using the eight-item OCB Interpersonal subscale (taken from Lee & Allen, 2002). Sample items include the following: "This employee goes out of his/her way to make newer employees feel welcome in the group" and "This employee shows genuine concern toward coworkers, even under the most trying business or personal circumstances" (Cronbach's ␣ ϭ .92).…”

Section: Study 4 Methodsmentioning

confidence: 99%

“…We invited 288 junior-and seniorlevel undergraduate students from a large southeastern U.S. university to participate, and 132 participated (a response rate of 45.8%). We used a snowballing method whereby students working at least 20 hr per week could serve as the focal employee or could choose another working adult (i.e., friend, family member, colleague) to serve as the focal employee (for a similar approach, see, e.g., Grant & Mayer, 2009;Lee & Allen, 2002;Skarlicki & Folger, 1997). We administered the focal employee and the coworker surveys online.…”

Section: Study 3 Methodsmentioning

confidence: 99%

Cooperating when “you” and “I” are treated fairly: The moderating role of leader prototypicality.

Cremer

Dijke

Mayer

2010

Journal of Applied Psychology

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We developed a model predicting that leaders are most effective in stimulating follower cooperation when they consistently treat all group members in a fair manner and are prototypical (i.e., representative of the group's values and norms). In support of this idea, we consistently found that group members cooperated most when prototypical leaders treated themselves as well as their coworkers fairly across a laboratory experiment and 3 cross-sectional field studies. These findings highlight the important role of others' fairness experiences and perceptions in influencing one's own reactions and also the role of leaders as representing the group's values and norms. We discuss implications for fairness theory and the leader prototypicality literature.

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“…Lee and Allen (2002) further separate the behaviors into two referents. First, individual-oriented OCBs are those that use other employees in the organization as the referent point.…”

Section: The Background and Foundation Of Psychological Capitalmentioning

confidence: 99%

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

Avey

Reichard

Luthans

et al. 2011

Human Resource Dev Quarterly

1,270

1,215

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The positive core construct of psychological capital (or simply PsyCap), consisting of the psychological resources of hope, efficacy, resilience, and optimism, has recently been demonstrated to be open to human resource development (HRD) and performance management. The research stream on PsyCap has now grown to the point that a quantitative summary analysis of its impact on employee attitudes, behaviors, and especially performance is needed. The present meta‐analysis included 51 independent samples (representing a total of N = 12,567 employees) that met the inclusion criteria. The results indicated the expected significant positive relationships between PsyCap and desirable employee attitudes (job satisfaction, organizational commitment, psychological well‐being), desirable employee behaviors (citizenship), and multiple measures of performance (self, supervisor evaluations, and objective). There was also a significant negative relationship between PsyCap and undesirable employee attitudes (cynicism, turnover intentions, job stress, and anxiety) and undesirable employee behaviors (deviance). A sub‐analysis found no major differences between the types of performance measures used (i.e., between self, subjective, and objective). Finally, the analysis of moderators revealed the relationship between PsyCap and employee outcomes were strongest in studies conducted in the United States and in the service sector. These results provide a strong evidence‐based recommendation for the use of PsyCap in HRD and performance programs. Theoretical contributions, future research directions, and practical guidelines for HRD conclude the article. Gallup Polls in recent years suggest that Americans are pessimistic about incremental

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Organizational citizenship behavior and workplace deviance: The role of affect and cognitions.

Cited by 1,594 publications

References 63 publications

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Cooperating when “you” and “I” are treated fairly: The moderating role of leader prototypicality.

Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance

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