Download pdf
A Review of Research on Organizational Citizenship Behaviors
- 1 Renmin University of China
* Author to whom correspondence should be addressed.
Abstract
As a significant research object in the realm of organizational behavior, organizational citizenship behavior (OCB) has received extensive attention from researchers since it was proposed. Through a comprehensive analysis of a large number of English and Chinese literature, this article sorts out five important theoretical basis, including individual positive affect, social exchange theory, psychological contract, covenant relationships and equity theory. It also clarifies the concept and development of OCB and provide an overview of the current research in this field. Job satisfaction, perceived fairness, perceived supervisor support, and leadership styles have all been found to have significant effects on OCB. In academic circles, there are three main views about the association between OCB and organizational performance, showing that their relationship is still not clear enough. It turns out that positive effects are still the mainstream, while more and more scholars are studying on negative effects. Overall, this review article provides a comprehensive theoretical and practical reference for studying OCB and offers insights and guidance for the future development trend.
Keywords
organizational citizenship behavior, social exchange theory, organizational performance
[1]. Katz, D., & Kahn, R. L. (1966).The social psychology of organizations. New York: Wiley.
[2]. NEAR, J. P., Organ, D. W., Smith, C. A. (1983). Organizational citizenship behavior: its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.
[3]. Organ, D. W. (1988). Organizational citizenship behavior: the good soldier syndrome. Lexington Books.
[4]. Organ, D. W. (1997).Organizational Citizenship Behavior: It’s Construct Clean-Up Time, Human Performance, 10(2), 85-97.
[5]. Bolino, M. C. (1999). Citizenship and Impression Management: Good Soldiers or Good Actors? Academy of Management Review, 24(1), 82-98.
[6]. Handoko, T. H., Purwanto, B. M., Wulani, F. (2022). Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives. Personnel Review, 51(4), 1410–1426.
[7]. Bateman, T. S., Organ, D. W. (1983). Job Satisfaction and the Good Soldier: The Relationship between Affect and Employee “Citizenship.” The Academy of Management Journal, 26(4), 587-595.
[8]. Rousseau, D. M. (1990).New hire perceptions of their own and their employer’s obligations: A study of psychological contracts. Journal of Organizational Behavior, 11(5), 389-400.
[9]. Organ, D. W. (1988). A Restatement of the Satisfaction-Performance Hypothesis. Journal of Management, 14(4), 547-557.
[10]. Moorman, R. H. (1991).Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(6), 845-855.
[11]. Chen, C., Chiu. S. (2008).An integrative model linking supervisor support and organizational citizenship behavior.Journal of Business and Psychology, 23(1/2), 1-10.
[12]. Lou, M., Li, P., Liu, B. (2021). Supervisory support perceptions and organizational citizenship behavior: the moderating role of self-efficacy. Management Science (04), 115-123.
[13]. Chen, Z., Cheng, B., Farh, J., Hackett, R. D., Wang, A. (2018). Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates’ Gender. Applied Psychology: An International Review, 67(4), 617–644.
[14]. Chen, Q., Wang, T. (2023). Empirical study of the effects of transformational leadership on civic behavior of subordinate organizations: mediated regulation effects based on relational practice. Modern Commerce (07), 85-89.
[15]. Lim, J. Y., Moon, K.-K. (2022). Transformational leadership and employees’ helping and innovative behaviors: contextual influences of organizational justice. International Journal of Manpower, 43(4), 1033–1053.
[16]. Lin, X., Luan, Y., Zhao, G. (2022). Research on the relationship between transactional leaders and employee performance: a meta-analysis. Lanzhou Academic Journal (03), 85-96.
[17]. Daouk, A., Farmanesh, P., Zargar, P. (2021). The Relationship between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment. SAGE Open, 11(4), 1-13.
[18]. Bormann Kai, C., Klasmeier Kai, N., Millhoff C., Schleu J. E., Poethke U. (2022).On the destructiveness of laissez-faire versus abusive supervision: a comparative, multilevel investigation of destructive forms of leadership. European Journal of Work and Organizational Psychology, 31(3), 406-420.
[19]. Casu, G., Chiesa, R., Guglielmi, D., Gremigni, P., Mariani, M. G. (2021). The Role of Organizational Citizenship Behavior and Gender between Job Satisfaction and Task Performance. International Journal of Environmental Research & Public Health, 18(18), 9499.
[20]. Peng, C., Zhao, H. (2011). Is organizational citizenship behavior really good for organizations - A study of mandatory citizenship behavior in the Chinese context. Nankai Management Review (01), 17-27.
[21]. Ma, J., Ma, L., Ren, R. (2022). A study on the masking effect of mandatory organizational citizenship behavior on creativity of high performing employees. Journal of Management (08), 1152-1162.
[22]. Jing, H. (2017). The impact of personalized human resource management practices on employees’ innovative performance: The mediating effect of organizational citizenship behavior. Leadership Science (26), 55-58.
[23]. Shao, F., Yan, J., Zhang, X., (2017). Employee Challenging Organizational Citizenship Behavior and Supervisor Performance Evaluation - The Moderating Role of Supervisor’s Organizational Commitment. Management Review (04), 134-142.
Cite this article
Yang,K. (2023). A Review of Research on Organizational Citizenship Behaviors. Lecture Notes in Education Psychology and Public Media,17,41-48.
Data availability
The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.
Disclaimer/Publisher's Note
The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of EWA Publishing and/or the editor(s). EWA Publishing and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
About volume
Volume title: Proceedings of the 4th International Conference on Educational Innovation and Philosophical Inquiries
© 2024 by the author(s). Licensee EWA Publishing, Oxford, UK. This article is an open access article distributed under the terms and
conditions of the Creative Commons Attribution (CC BY) license. Authors who
publish this series agree to the following terms:
1. Authors retain copyright and grant the series right of first publication with the work simultaneously licensed under a Creative Commons
Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this
series.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the series's published
version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial
publication in this series.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and
during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See
Open access policy for details).