Relationships between Employees’ Identifications and Citizenship Behavior in Work Groups: The Role of the Regularity and Intensity of Interactions

Abstract

This paper explores the relationships of various employees’ identifications (personal, interpersonal, micro-group, group and organizational) in their two components (cognitive and affective) with two dimensions of organizational citizenship behavior (OCB): offering quality ideas and suggestions, and providing help and support within small work groups. Two studies were conducted in Russia on two respective samples: (1) employees of commercial enterprises (N = 183) characterized by a relatively high regularity and intensity of within-group interactions; and (2) the academic staff of higher education institutions (N = 157), which typically have relatively less regular, low-intensity within-group interactions. The research employed four questionnaires to assess the participants’ identifications in both of their components. In addition, managers in the respective organizations filled out an organizational communicativeness questionnaire and a two-factor OCB assessment instrument. It was found that the relationships between (a) particular identifications and (b) the ratio of group identification to other identifications, on the one hand, and OCB, on the other, depend on the degree of regularity of within-group interactions, as well as on the identification components. Organizational communicativeness did not moderate the relationship between identifications and OCB, but was significantly positively correlated with both OCB dimensions. The theoretical and practical implications of the study findings are discussed.

Психология Управления Персоналом И Теория Самоопределения

“…Table 1 -The questions were asked to the participants [7] Questions asked to employees: What does your manager do that allows you from……”

Detecting causal relationships between work motivation and job performance: a meta-analytic review of cross-lagged studies

“…However, the tide turned in the 1980s, when scholars began conceptualizing individual job performance as a distinct construct (Campbell and Wiernik, 2015). Job performance is commonly characterized by two key forms: task performance and organizational citizenship behavior (OCB), providing a structured framework for evaluating employee contributions (Hoffman et al, 2007;Sidorenkov and Borokhovski, 2021;Young et al, 2021). Notably, performance should not be conflated with efficiency and productivity.…”

Multiple Identifications of Employees in an Organization: Salience and Relationships of Foci and Dimensions

“…Some identifications—i.e., sub-organizational (ID with a secondary-level structural unit) [ 17 ], micro-group (ID with an informal subgroup within a small group) [ 18 ] and personal [ 19 ]—have received lesser attention than others. At the same time, it has been shown that the stronger the group ID, on the one hand, and the weaker the micro-group ID and personal ID, on the other hand, the stronger manifestations of the offering of quality ideas and suggestion by employees within the group [ 20 ].…”