Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation.

Dyne, Linn Van; Graham, Judith A.; Dienesch, Richard M.

doi:10.2307/256600

Cited by 1,160 publications

(389 citation statements)

References 78 publications

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“…Questionnaire on the OCB is taken from those developed by previous researchers, such as Konovsky and Organ (1996) Van Dyne, Graham, and Dienesch. (1994).…”

Section: Methodsmentioning

confidence: 99%

The Relationship between Social Capital, Organizational Citizenship Behaviors, and Individual Performance: An Empirical Study from Banking Industry in Indonesia

Ariani¹

2012

jmr

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In this study we analyzed the relationships between organizational citizenship behavior (OCB), social capital, and individual performance of banking industry in Indonesia. A survey is conducted by using questionnaires from the previous research. The questionnaires are sent to 128 branches of the bank industry located in 18 major cities in Java, Indonesia. The samples consisted of 636 tellers. Validity and reliability tests are used to evaluate the questionnaire contents. We employed structural equation modeling for the research framework and AMOS was used to analyze the model. The finding indicates altruism and courtesy affect structural, relational, and cognitive social capital, but sportsmanship doesn't. The relationship between OCB and individual performance are partially mediated by three dimensions of social capital. Theoretical and practical implications are discussed.

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“…Questionnaire on the OCB is taken from those developed by previous researchers, such as Konovsky and Organ (1996) Van Dyne, Graham, and Dienesch. (1994).…”

Section: Methodsmentioning

confidence: 99%

The Relationship between Social Capital, Organizational Citizenship Behaviors, and Individual Performance: An Empirical Study from Banking Industry in Indonesia

Ariani¹

2012

jmr

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“…It is also conceptually associated with factors, such as organizational participation (Van Dyne et al 1994), creative suggestions to the system (Siqueira 1995;Porto and Tamayo 2003), voice (Van Dyne and LePine 1998), initiative (Rego 1999), and civic virtue (Graham JW. Organizational citizenship behavior: Construct redefinition, operationalization, and validation.…”

Section: The Dimensionality Of Citizenship Behaviormentioning

confidence: 99%

“…It includes: working extra shifts, working more than the required hours, participating in events considered relevant when there is no clear obligation to do so, spending time studying topics that can improve their own performance at work, and reading the organization newsletter to be up to date with possible issues inside the workplace. A conceptual overlap in Extra Commitment can be found in the literature with regard to extra-role behavior (Pearce and Gregersen 1991), functional participation (Van Dyne et al 1994), dedication to work (Van Scotter and Motowidlo 1996), personal industry (Moorman and Blakely 1995), and conscientiousness (Organ 1988;Podsakoff et al 1990). …”

Section: The Dimensionality Of Citizenship Behaviormentioning

confidence: 99%

Conception and validation of the Behavioral Intentions Scale of Organizational Citizenship (BISOC)

Menezes

Lozado

et al. 2016

Psicol. Refl. Crít.

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This study aimed to construct and validate the Behavioral Intentions of Organizational Citizenship Scale (BISOC). Organizational citizenship consists of measures of voluntary behaviors, which are beneficial to organizations and are not explicit in employment contracts. To investigate the psychometric properties of BISOC, we selected 767 employees in different cities from the states of Bahia and Pernambuco (Brazil). The validation procedures adopted, which used techniques from both Classical Test Theory and Item Response Theory, showed that the BISOC has a unidimensional structure. From the initial set of 42 items, 35 items met the validation criteria. By presenting suitable psychometric parameters, BISOC is the first measure of organizational citizenship behaviors developed and validated to assess behavioral intentions.

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“…In terms of OCBO, Van Dyne, Graham and Dienesch (1994) indicated that the relationship between an employee and an organization may become a conventional relationship when it is characterized by shared values, organizational identification, and trust. In other words, employees tend to align their own objectives with those of their company.…”

Section: Ocb and Job Performancementioning

confidence: 99%

The Benefits of Organizational Citizenship Behavior for Job Performance and the Moderating Role of Human Capital

Wei¹

2014

IJBM

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This study aims to investigate the relationship between organizational citizenship behavior directed toward individuals (OCBI) and the organization (OCBO), and job performance. In addition, the moderating role of experiential/intelligential human capital on the above relationship was also examined. Data was collected from 585 R&D engineer supervisor-subordinate dyads currently employed at high-tech companies. OCBI and OCBO were found to be positively related to job performance. In addition, an engineer's experiential human capital would lessen the positive effect of OCB on job performance; in other words, OCB would be of greater benefit to less experienced employees than to experienced ones. Finally, the current study also found that employees engaging in OCBO would have even better job performance if they also had greater intelligential human capital.

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Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation.

Cited by 1,160 publications

References 78 publications

The Relationship between Social Capital, Organizational Citizenship Behaviors, and Individual Performance: An Empirical Study from Banking Industry in Indonesia

The Relationship between Social Capital, Organizational Citizenship Behaviors, and Individual Performance: An Empirical Study from Banking Industry in Indonesia

Conception and validation of the Behavioral Intentions Scale of Organizational Citizenship (BISOC)

The Benefits of Organizational Citizenship Behavior for Job Performance and the Moderating Role of Human Capital

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