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

Abstract

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.

Intangible assets and organizational citizenship behavior: A conceptual model

“…The extant literature mainly focused on the relationship between each IA component and OCB ( Avey et al., 2011 ; Bolino et al., 2002 ; Chow, 2009 ; Kang and Snell, 2009 ; Luthans et al., 2007 ; Ng and Feldman, 2010 ; Norman et al., 2010 ; Wei, 2014 ; Wright and McMahan, 2011 ). Thus, we highlight below each component of IA and its relationship with OCB, based on which we propose the study model: Human capital in general terms is about employee knowledge, skill, abilities, and experiences as internal resources for organizations ( Ployhart and Moliterno, 2011 ).…”

“…These characteristics of employees are related to extra-role behaviors. First Wei (2014) showed the importance of the relationship between OCB and human capital for organizational performance, and earlier researchers had shown that human capital affects OCB ( Wright and McMahan, 2011 ; Ng and Feldman, 2010 ). However, it is important to understand whether this relationship is direct or moderated by other factors ( Garavan and McGuire, 2001 ).…”

“…In the last two decades, researchers have conducted conceptual and empirical studies on IAs and OCB (e.g., Allameh, 2018 ; Bontis et al., 2000 ; Mackenzie et al., 2018 ; Marinova et al., 2019 ; Organ, 1988 ; Podsakoff et al., 2000 ; Reed et al., 2006 ; Sveiby, 1997 ). In addition, some authors studied the specific relationships of intangible assets with OCB (e.g., Bolino et al., 2002 ; Chow, 2009 ; Kang and Snell, 2009 ; Norman et al., 2010 ; Wei, 2014 ). Nevertheless, to our knowledge, no study review paper has shown comprehensive relationships between all the major components of IAs and OCB, and even the available limited literature on the relationships of individual IA components with OCB shows inconsistent results (for more explanation, see Bolino et al., 2002 ; Chow, 2009 ; Kagaari and Munene, 2007 ).…”

The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors

“…Several studies in the organizational literature highlight the benefits of OCBs. Among others, it has been found that employee engagement in OCBs may increase knowledge sharing and job performance [23,24]. Other authors claim that OCBs exhibited by workers enhance team and group cohesiveness and contribute to overall organizational performance [2,23,[25][26][27].…”

Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure

“…OCB refers to "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization" (Organ, 1988, p. 4). Research has found that individual engagement in OCB can increase knowledge sharing and job performance (Lin, 2008;Wei, 2014), enhance team and group cohesiveness (Lin and Peng, 2010;, contribute to the overall effectiveness of management and the organization Rego and Cunha, 2008), and consequently improve both the financial and non-financial performance of firms (Koys, 2006;Organ, 1990;Ryan, 2002). Without OCB, a work group may not be able to achieve its performance goals, and the organization may lose its competitive advantage.…”