A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self-versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.Just over a decade has elapsed since the publication of the first two empirical studies specifically addressing "organizational citizenship behavior" (OCB: Bateman & Organ, 1983;Smith, Organ, & Near, 1983), or individual contributions in the workplace that go beyond role requirements and contractually rewarded job achievements. Those studies tested the prediction that job satisfaction, although not a strong correlate of productivity, does relate to OCB, because the latter is less constrained by either ability or work-process technology. Results of those two studies supported that proposition.Since 1983, numerous studies have expanded the empirical base of the satisfaction-OCB link. Many studies have gone beyond the original question of satisfaction and OCB to identify other predictors of OCB, including other attitudinal variables and individual difference measures.The authors gratefully acknowledge the exemplary citizenship behavior of Frank Schmidt, Joe Stauffer, and Mike Burke for making available copies of the programs used by us in the analyses reported here, and wish to express appreciation to three anonymous reviewers for their exceptional professionalism in offering many constructive comments and suggestions.Correspondence and requests for reprints should be addressed to Dennis W. Organ, School of Business, Indiana University, Bloomington IN 47405. COPYRIGHT 0 1995 PERSONNEL PSYCHOLOGY, INC.

Data collected over three time periods, from 1980 to 1992, show massive changes in the ways in which federal employees reported wrongdoing and the effects on them for having done so. Laws intended to encourage whistle-blowing seem to have two desired effects: to reduce the incidence of perceived wrongdoing and to increase the likelihood of whistle-blowing. However, two unintended effects are also observed: perceived retaliation increased and whistle-blowers increasingly sought anonymity. The basic model predicting retaliation is essentially the same in the three time periods in which data were collected. Implications for research, practice, and the design of future legislation are discussed.

In today's global context, a lack of comfort in communicating with others can be an unfortunate inhibitor to success in school and work. In this study we measured the level of communication apprehension in 263 students and the relationship of their communication apprehension to measures of leadership initiative, multicultural appreciation, adaptability, and academic performance. Results revealed that communication apprehension was negatively associated with students' willingness to take on leadership opportunities, appreciation for a multicultural world, and adaptability to new situations. No significant relationships were found between communication apprehension and overall GPA. Strategies for mitigating communication apprehension and implications for future research are discussed.

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