Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context

The relationship between human resource productivity (HRP) and organizational citizenship behavior (OCB)

“…So, the result of Table 4 and Figures 1, 2 which represent the third question of present study is acceptable. The findings of all questions of present study are in conformity with researches of George and Bettenhausen (1990); Karambayya (1990);Mathieu (1991);MacKenzie et al (1991MacKenzie et al ( , 1993Werner (1994); Podsakoff and MacKenzie (1994); Shin and Reyes (1995) ;Podsakoff, Ahearne and MacKenzie (1997);Organ (1988); Shann (1998);Currivan (1999);Gaertner (1999); Walz and Niehoff (2000); Testa (2001); Bogler and Somech (2004); Cohen (2006); González and Fernández (2008); Zeinabadia (2010); Liu and Cohen (2010); Mahdiuon et al (2010); Yi et al (2011) and Okereke and Daniel (2010). Therefore, all of organizations, both generally and specially, enhance the level of Organizational Citizenship Behaviors, because if it is higher, HRP and organizational productivity increases too.…”

“…In this model, intrinsic job satisfaction is a dominant variable which influences OCB directly and indirectly through partial mediating role of value commitment. Vilela et al (2008) studied about Personorganization fit, OCB and performance appraisal. The finding indicated that the positive effect of OCB on the supervisor's evaluation of the sales agent's performance, both directly and indirectly, through the impact OCB had on the supervisor's fondness of the salesperson.…”

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

“…According to several meta-analyses and review articles (Ilies, Nahrgang, & Morgeson, 2007;LePine, Erez, & Johnson, 2002;Organ & Ryan, 1995;Podsakoff et al, 2009;Podsakoff et al, 2000), the majority of early OCB research has focused on the potential antecedents of OCB, including individual characteristics, task characteristics, organizational characteristics, and leadership behaviors (Podsakoff et al, 2000), but over the past decade, a growing number of studies have focused on the consequences of OCB, such as individuals' actual turnover (Chen, Hui, & Sego, 1998;Chen, 2005), supervisor liking (Allen & Rush, 1998;Vilela, Varela Gonzalez, & Ferrin, 2008), knowledge sharing (Lin, 2008), performance rating (Allen & Rush, 1998;Vilela et al, 2008), work performance record (Podsakoff, Ahearne, & MacKenzie, 1997), turnover rate (Sun, Aryee, & Law, 2007), unit performance (Dunlop & Lee, 2004), productivity (Sun et al, 2007) and profitability (Koys, 2001).…”

Organizational Citizenship Behavior in Concern of Communication Satisfaction: The Role of the Formal and Informal Communication

“…Further, research found that satisfaction would motivate people to engage in OCB (Podsakoff, Mackenzie, Paine, & Bacharach, 2000). In this line, numerous studies have been conducted on the relationship between job satisfaction and OCB (Bateman & Organ, 1983;Foote & Li-Ping Tang, 2008;Organ, 1988;Organ & Konovsky, 1989;Vilela, González, & Ferrín, 2008) while, no known research gave attention to the forecasting role of communication satisfaction on OCB. Therefore, one purpose of the present study is to fulfill the theoretical gap that exists in the relationship between communication satisfaction and employees' OCB.…”