This study adds to business ethics research by examining how employees' religiosity might enhance their propensity to engage in change-oriented citizenship behavior, as well as how this effect may be invigorated in adverse organizational climates with respect to voluntarism. Two-wave survey data collected from employees in Pakistan show that change-oriented citizenship activities increase to the extent that employees can draw on their personal resource of religiosity and perceive little adversity, measured in this study with respect to whether voluntarism is encouraged. Further, the relative usefulness of religiosity for spurring changeoriented citizenship behavior is particularly strong when employees experience high levels of this organizational adversity, because employees with high religiosity tend to believe that such behavior is more needed in these organizational contexts. For organizations, these results demonstrate that the energy derived from religiosity may stimulate voluntary efforts that invoke organizational change, and the perceived value of such energy allocation is greater when employees perceive organizational environments that provide little encouragement to go beyond formal job duties.

This study investigates the relationship between employees' experience of citizenship pressure and job performance, as well as the mediating role of citizenship fatigue and moderating role of continuance commitment. Multisource, time-lagged data from employees and their supervisors in Pakistan reveal that employees' beliefs that they have no other choice than to take on allegedly voluntary activities undermine their job performance, due to energy depletion evoked as citizenship fatigue. Their continuance commitment buffers this process; the indirect relationship between citizenship pressure and job performance, through citizenship fatigue, is weaker when employees believe they have limited employment alternatives, because they may perceive expectations of their citizenship as opportunities instead of threats in this case. Human resource managers thus should recognize that excessive organizational pressures for citizenship behaviors can undermine job performance, but less so among employees for whom leaving the organization appears costly.