Group Citizenship Behaviour Conceptualization and Preliminary Tests of its Antecedents and Consequences

Abstract

Group citizenship behaviour (GCB) is conceptualized as a distinct group‐level phenomenon concerning the extent to which work groups engage in behaviours that support other work groups and the organization as a whole. These behaviours are different from task performance; they enhance and maintain the social and psychological environment in which task performance occurs. Based on the referent‐shift consensus model (Chan, 1998), we developed a GCB scale and examined its nomological network. In a sample of 148 work groups in the Hong Kong office of a multinational bank (a total of 743 employees), between‐group differences in GCB were greater than within‐group differences. GCB was positively associated with procedural justice climate and work group leadership support. Work group cohesiveness and group‐organizational goal congruence interactively predicted GCB, as did the negative affective tone of the group and the group's negative affectivity homogeneity. In addition, GCB was positively related to group performance, and negatively related to employee turnover intentions. The theoretical and empirical implications of this study are discussed in the context of Chinese organizations.

The multilevel analysis of surface acting and mental health: A moderation of positive group affective tone

“…However, in recent years, more and more organizations have adopted the concept of working as a group to improve both the organization's flexibility and its efficiency. In line with previous research, group affective tone helps to improve members' helping behaviors (Chen, Lam, Naumann, & Schaubroeck, 2005;George & Brief, 1992). Therefore, we intend to take positive group affective tone (PGAT) as a moderator to fill the research gap.…”

The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels

“…In organizations, leader's supportive behaviors toward employees make them produce an obligation to reciprocate by providing positive work behaviors. Servant leadership is a typical type of supportive leadership (Chen, Lam, Naumann, & Schaubroeck, 2005;Euwema, Wendt, & Van Emmerik, 2007). A leader's care, help, instruction, and support for employees strengthen positive emotions and psychological commitments to the leader, which further encourage employees regarding the leader's benefit and help in realizing the goals of a group and the organization through positive behaviors (Ehrhart, 2004;Winston, 2006).…”

Organizational Climate and Perceived Manager Effectiveness: Influencing Perceived Usefulness of Knowledge Sharing Mechanisms

“…We complement role theory with social exchange theory (Blau, 1964;Gouldner, 1960) to argue that, to the extent that subordinates perceive that their managers have met their role expectations, the subordinates will reciprocate with behavior and attitudes that they believe commensurate with the expectations of their supervisor (Fondas & Stewart, 1994;Hochwarter, Witt, Treadway, & Ferris, 2006), such as exhibiting good organizational citizenship behavior (Chen, Lam, Naumann, & Schaubroeck, 2005). Thus, individuals are more likely to conform to what their managers desire when they perceive their managers as effective, specifically in positively evaluating KSMs that their managers have institutionalized.…”