Organizational Citizenship Behaviors and Organizational Effectiveness: Examining Relationships in Taiwanese Banks

Abstract

Organizational citizenship behaviors (OCBs) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Theory suggests and recent research supports the notion that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non‐United States samples. The present study examined relationships between OCB and indicators of organizational effectiveness—employee‐level customer‐service behavior; and unit‐level measures of profit, efficiency, and customer perceptions of service quality—for bank branches in Taiwan. The results suggest significant relationships between OCB and a number of the indicators of effectiveness. Implications and limitations of these results are discussed.

Relationship between Organizational Citizenship Behavior & Counterproductive Work Behavior in the Geographical Context of Pakistan

“…Deckop et al, (1999) argues in his study that, for employees low in value commitment, a pay-for-performance system appears to be a disincentive for engaging in OCB. Niehoff & Yen (2004) asserts that, the belief among theorists is that as more employees engage in OCB, the organization becomes more successful. Such behavior (i.e.…”

Key Antecedents of Organizational Citizenship Behavior (OCB) in the Banking Sector of Pakistan

“…Konovsky & Organ (1996) found in their study that, conscientiousness was significantly inter-related to all types (facets) of OCB. According to Neihoff & Yen (2004), more conscientious employees will stay informed with up-to-date knowledge about products or services offered.…”

Aristotelian Citizenship and Corporate Citizenship: Who is a Citizen of the Corporate Polis?

“…They foster the effective functioning of the organization, making it efficient, able to secure needed resources, innovativ e and adaptable (Organ 1988). The positive contribution of OCBs on organizational performance is empirically validated (Ehrhart et al, 2006;Podsakoff et al, 1997) even in cross cultural contexts (Lievens and Anseel, 2004;Yen and Niehoff, 2004). Apart from providing employees precious opportunities to grow internally in virtue, OCBs also reward them externally with superior task performance evaluations.…”