The other side of the story: Reexamining prevailing assumptions about organizational citizenship behavior

Bolino, Mark C.; Turnley, William H.; Niehoff, Brian P.

doi:10.1016/j.hrmr.2004.05.004

Cited by 201 publications

(211 citation statements)

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“…Second, although this article has painted a largely rosy picture of the motivation to make a prosocial difference, researchers should explore its dark sides, which may include positive illusions about one's capabilities and achievements (Taylor & Brown, 1994) and a vulnerability to social control (e.g., Lofland, 1977;Lofland & Stark, 1965;O'Reilly & Chatman, 1996;Pratt, 2000). Moreover, trade-offs may exist between meaning and manageability (Little, 1989(Little, , 2000McGregor & Little, 1998) such that individuals find high levels of the motivation to make a prosocial difference depleting and difficult to sustain (e.g., Bolino & Turnley, 2005;Bolino, Turnley, & Niehoff, 2004;Kiviniemi, Snyder, & Omoto, 2002). Third, the relationship between the motivation to make a prosocial difference and intrinsic motivation is not yet clear.…”

Section: Directions For Future Researchmentioning

confidence: 99%

Relational Job Design and the Motivation to Make a Prosocial Difference

Grant

2007

AMR

1,432

1,482

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This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.Why do I risk my life by running into a burning building, knowing that at any moment . . . the floor may give way, the roof may tumble on me, the fire may engulf me? . . . I'm here for my community, a community I grew up in, a community where I know lots of people, a community that knows me (firefighter; International Firefighters ' Day, 2004 Employees often care about making a positive difference in other people's lives. In the popular press, it is widely assumed that employees want to make a difference (Bornstein, 2004;Everett, 1995;May, 2003;Quinn, 2000). In order to motivate employees, many organizations define their missions in terms of making a difference (Collins & Porras, 1996;Margolis & Walsh, 2001Thompson & Bunderson, 2003). Qualitative research and quantitative research reveal that many employees describe the purpose of their work in terms of making a positive difference in others' lives (Colby, Sippola, & Phelps, 2001;Ruiz-Quintanilla & England, 1996), and research in diverse bodies of literature suggests that this motivation to make a prosocial difference is prevalent in a variety of work contexts. For example, in business, managers often attempt to improve the experiences of organizational members by persuading top administrators to address important issues (Dutton & Ashford, 1993;Meyerson & Scully, 1995) and by taking proactive steps to help proté gé s develop skills and advance their careers (Higgins & Kram, 2001). In public service, employees often place their own lives in jeopardy, beyond the call of duty, in order to protect the welfare of others: police officers chase armed suspects in order to safeguard their communities (Marx, 1980), and ambulance drivers speed through red lights at busy intersections in order to rescue victims (Regehr, Goldberg, & Hughes, 2002).Despite the evidence that employees are motivated to make a positive difference in other people's lives, the organizational literature is relatively silent about the sources of this motivation. Existing research suggests that dispositions may shape employees' motivations to make a prosocial difference. Employees who see their work as a calling want their efforts to make

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Section: Directions For Future Researchmentioning

confidence: 99%

Relational Job Design and the Motivation to Make a Prosocial Difference

Grant

2007

AMR

1,432

1,482

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“…etc.). OCBs in this way have even become one of the job requirements by diverging from their voluntary basis (Bolino et al, 2004;Vigoda-Gadot, 2007). Compulsory citizenship behaviour (CCB), defined as employees' involuntary extra-role work activities that have positive effects to the organization (Vigoda-Gadot, 2006), has long been over hooked; and its negative consequences greatly need to be discovered.…”

Section: Introductionmentioning

confidence: 99%

Expanding the boundaries of compulsory citizenship behavior: Its impact on some organizational outputs

Ahmadian¹,

Şeşen²,

Soran³

2017

BEH

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Researches have mainly been focused on Organizational Citizenship Behavior (OCB) positive effects to organizations. On the other hand, Compulsory Citizenship Behavior (CCB) is a rather new subject in both national and international literature. Transformation of organizational citizenship behaviors, which are expected to have positive effects on the organizational success into CCB due to various administrative and social pressures, brings about numerous negative consequences for employees and the organization. But the quantity of studies conducted on this subject is very limited for the time being. In this framework, the main aim of this study is to contribute to literature by analyzing the dynamics of CCB in a different culture and different line of business.In this study, relations between CCB and some positive and negative organizational attitudes and behaviors are examined. 635 people working in various accommodation businesses have participated in this research. Findings have shown that CCB is positively correlated with negative organizational consequences; and negatively correlated with positive organizational attitudes and behaviors. According to this, manager/supervisor related CCBs increase employees' intentions to quit work, their level of burnout, job stress, social loafing behaviors, and conflict with their colleagues; and decrease their innovative behaviors, identification with the organization, and individual oriented OCBs.JEL Classifications: D20, D23, M12

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“…OCBs are employee work behaviors of a discretionary nature that are not part of employees' formal role requirements such as helping others or going beyond the normal expectations on their job (Organ et al, 2006). However, although there is evidence of a relationship between such employee behaviors and organizational learning, some scholars (e.g., Bolino et al, 2004;Bolino et al, 2013;Vigoda-Gadot, 2006) have also noted that, in some cases, participation in OCB might stem from self-serving motives (e.g., impression management) or may be not really voluntary and even compulsory. Accordingly, we consider it appropriate to explore if genuine discretionary behaviors in which employees helping others with work-related issues, namely altruism, may also be related to organizational learning capability.…”

Section: Introductionmentioning

confidence: 99%

The effects of altruism and relationship conflict on organizational learning

Guinot

Chiva

Mallén

2015

International Journal of Conflict Management

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ABSTRACT:In a turbulent, competitive and changing environment, organizational learning capability has been recognized as an essential means with which to achieve long-term organizational success. For this reason, organizations have sought to create the necessary conditions for the development of this capability. However, there is not such a wide consensus about how managers can promote organizational learning.Accordingly, this article aims to identify some antecedents of organizational learning capability. More specifically, prompted by a recent paradigm shift in the organizational sciences, we propose altruism and relationship conflict as antecedents of organizational learning capability. To test our hypotheses we used structural equations to analyze data from a survey of Spanish firms with recognized excellence in human resource management. The results indicate that in these firms, altruism facilitates organizational learning capability both directly and indirectly (through relationship conflict).

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The other side of the story: Reexamining prevailing assumptions about organizational citizenship behavior

Cited by 201 publications

References 46 publications

Relational Job Design and the Motivation to Make a Prosocial Difference

Relational Job Design and the Motivation to Make a Prosocial Difference

Expanding the boundaries of compulsory citizenship behavior: Its impact on some organizational outputs

The effects of altruism and relationship conflict on organizational learning

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