Satisfaction, Citizenship Behaviors, and Performance in Work Units: A Meta-Analysis of Collective Construct Relations

Abstract

This paper offers theoretical development clarifying the structure and function of collective job satisfaction and uses meta‐analytic methods (k = 73) to examine the satisfaction–performance relationship when both constructs are construed at the work unit level. Overall, our results suggest that the relationship between unit‐level job satisfaction and unit‐level performance is significant (ρ= .34). Specifically, significant relationships were found between unit‐level job satisfaction and unit‐level criteria, including productivity, customer satisfaction, withdrawal, and organizational citizenship behaviors (OCB). Furthermore, the satisfaction‐performance relationship was moderated by the strength of unit consensus, performance criteria, industry type, and whether the sample was U.S. based. Although these moderators were identified, collective satisfaction positively predicted performance across all levels of moderators. In addition, results indicate that unit‐level OCB has a moderately strong relationship with unit‐level performance. Only limited support was found for the notion that OCB is a route through which satisfaction has an impact on performance. We elaborate on these findings and attempt to provide a more clear direction for future research in this area.

The Relationships Between Traditional Selection Assessments and Workplace Performance Criteria Specificity: A Comparative Meta-Analysis

“…A subsample (10%) of all studies initially selected against the criteria for inclusion in the meta-analysis was checked by two of the three authors, interrater agreement was 100%. Our primary study sample size is in line with recent meta-analyses (e.g., Richter, Dawson & West, 2011;Whitman, Van Rooy & Viswesvaran, 2010;Mesmer-Magnus & DeChurch, 2009) and considerably higher than others (e.g., Hogan & Holland, 2003;Bartram, 2005). ** Table 1 about here**…”

The mediating effect of organizational citizenship behavior on the relationship between workplace spirituality and intention

“…Hence, workplace spirituality is considered a key factor that increases employees' happiness. Some researchers have proposed that happy employees are more cooperative, respect others more, and are more inclined to demonstrate OCB (Avey, Wernsing & Luthans, 2008;Whitman, Van Rooy & Viswesvaran, 2010). Thus, Podsakoff, Whiting, Podsakoff and Blume (2009) showed an inverse relationship between OCB and intention to leave.…”

Causes and consequences of collective turnover: A meta-analytic review.

“…Although these aggregates are not interchangeable with their individual-level counterparts, all have been conceived as unit-level indicators of collective favor or disfavor with the job, organization, and/or work environment (Whitman, Van Rooy, & Viswesvaran, 2010). When attitudes and perceptions are sufficiently shared (as research indicates is often the case due to social contagion and exposure to similar work environments; Felps et al, 2009;Ryan et al, 1996;Whitman et al, 2010), these constructs may signal a collective-level desirability of movement that is analogous to the concept most often found at the individual level (and most often indexed as job satisfaction; Mobley, 1982). Positive shared attitudes and perceptions signal that members derive benefits (e.g., working in a committed team) that would be foregone through leaving, whereas negative views, especially those that are shared, become a common topic of discussion among members (Felps et al, 2009), inducing employees to look elsewhere for more satisfying work.…”