Organizational citizenship behavior in work groups: A team cultural perspective

Abstract

Although researchers have often found positive relationships between organizational citizenship behavior (OCB) and performance rating, very few studies have scrutinized the team contexts in which such relationships exist. This study examines how OCB influences job performance ratings within different team cultures, as measured by team collectivism and individualism. On the basis of multilevel data collected from 81 teams working at a multinational bank in Hong Kong, team collectivism and individualism were found to moderate the OCB-performance rating relationship such that OCB targeting individuals improved rated performance in highly collectivistic teams only, whereas only organizational OCB produced a significant improvement in highly individualistic teams. The implications of these findings and directions for future research directions are discussed here.

Help yourself by helping others: The joint impact of group member organizational citizenship behaviors and group cohesiveness on group member objective task performance change

“…Lai et al. (, p. 1039) argued that “an understanding of OCB will be incomplete without taking into account the social and psychological environment.” Our results for Hypotheses 2a and 2b demonstrate how group cohesiveness inhibits the OCBI−job self‐efficacy change relationship but enhances the OCBO−job self‐efficacy change link. Hence, this paper shows that a group member's OCB does not function in a vacuum and the resulting influences of the OCBs may be altered by the member's work environment (e.g., group cohesiveness).…”

“…Scholars emphasize the notion that OCBO contributes to the effectiveness of the organization as a whole (Lai et al., ; Williams & Anderson, ) by demonstrating and sustaining “high standards for attendance, punctuality, conservation of organizational resources, and use of time while at work” (Organ, , pp. 94–95).…”

“…This investigation also extends OCB research by looking at the role of group context and its impact on individual-level behaviors and outcomes. Lai et al (2013Lai et al ( , p. 1039 argued that "an understanding of OCB will be incomplete without taking into account the social and psychological environment." Our results for Hypotheses 2a and 2b demonstrate how group cohesiveness inhibits the OCBI−job self-efficacy change relationship but enhances the OCBO−job self-efficacy change link.…”

Do managers need to distinguish the surface altruistic behavior

“…Organ define OCB as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization" [11] . Organ stressed spontaneous behavior and tells how each helps to increase efficiency in the organization [12] .…”

“…(1)Altruism contributes to team efficiency by improving individuals' performance [12] ,for example, If subordinate help his colleagues "learn the ropes" ,it may help them to become more productive subordinate [13] ;(2) Sportsmanship enhance the amount of time spent on constructive endeavors in the team [12] , for example, If subordinate exhibit sportsmanship, it help the manager to spend too little of his/her time dealing with trivial matters [13] . These behaviors are likely to have positive effect on job performance; that is, high levels of employee participating in OCB, the organization are likely to benefit from job performance.Researchers have discovered positive relationships between OCB and job performance [11] . Our hypothesis 2a is as follow:…”