Shifting between counterproductive work behavior and organizational citizenship behavior: The effects of workplace support and engagement

Abstract

Organizational behavior studies have noted the positive effects of perceived support and employees' engagement towards the overall institutional performance. However, recent studies suggest that both the positive organizational citizenship behavior (OCB) and the negative counterproductive work behavior (CWB) are also highly affected by job engagement.In the academic setting, maintaining a well-balanced work place is highly important. Recent studies in Taiwan have noted the moderate occurrence of CWBs within the academic setting; as students are greatly influenced by their teachers, it is imperative that CWBs be kept to a minimum. In light of the above-mentioned issues, the current study shall present the findings in determining the inter-relationships between perceived support (PS), job engagement (JE), OCB, and CWB Taiwan (2006) job engagement, and Lee and Allen's (2002) organizational citizenship behavior. Lastly, findings suggest that job engagement seem to provide a negative effect on CWB-T, while at the same time provide a positive effect on OCB. In sum, appropriate organizational support is much needed in order to enhance workplace engagement. It is hoped that by pin-pointing the various determinants of CWBs, a clear understanding of the inter-relationships among the factors can be establish.

Factors to improve job performance and school effectiveness

“…If the level of engagement was measured through the vigour and dedication of a teacher to his professional work, the higher the engagement, the higher the TCBs and the task performance, those relationships are confirmed by this study, being in line with the studies of Rich et al (2010); Salanova et al (2011); Hu et al (2016) and Saks (2019). In this study, the evidence indicates that a teacher's level of engagement influences his TCB ( H4 ) with an estimated weight of 0.50 and p < 0.001, as well as engagement influences the task performance ( H5 ) with an estimated weight of 0.45 and p < 0.001.…”

“…However, the ways to achieve this are not always clear even though competitiveness and globalization demand it (Nadeem et al , 2019). Other studies have underpinned the psychology of organizational behaviour, which states that engagement contributes to raising citizenship behaviours as task performance (Salanova et al , 2011; Hu et al , 2016; Na-nan et al , 2016), so in a competitive and globalized environment, leaders are required to detonate additional effort on workers to provide a service that exceeds their pre-established responsibilities (Gupta et al , 2017). Under this scenario, different questions open up: What factors predate the engagement?…”

Diversity management and OCB: the connection evidence from the Lebanese banking sector

“…Organizations are constantly seeking ways to improve their performance, and are increasingly considering organizational citizenship behavior (OCB) to be an important means of enhancing productivity from within (Yang et al , 2016; Hart et al , 2016). Numerous studies have investigated OCB and its antecedents, and many have been able to identify significant predictors such as engagement (Geng et al , 2016; Hu et al , 2017) satisfaction (Chan and Lai, 2017; Sabahi and Dashti, 2016; Somech, 2016), motivation (Joo and Jo, 2017; Somech and Khotaba, 2017; Grant, 2008), empowerment (Li et al , 2017; Akram et al , 2017) and commitment (Devece et al , 2016) among others. An important predictor of OCB is diversity management (Köllen, 2016; Kundu and Mor, 2016; Moon, 2016; Triana et al , 2015) which ensures an organizational climate that promotes respect for diversity and inclusion.…”

The IAFOR International Conference on Education – Hawaii 2021 Official Conference Proceedings

“…Studies within occupational stress of university staff and secretaries have noted that role conflict or role ambiguity as an important source of stress (Ahsan et al, 2009). However, these role conflicts if incorporated by a high level of positive organizational support can actually help reduce work related distress (Jawahar et al, 2007) and promote employees engagement (Alday, 2020;Hu et al, 2017). Furthermore, studies have also noted that these perceived organizational supports are also helping the promotion of organizational citizenship behavior (OCB) (Shaheen et al, 2016;Singh & Singh, 2010).…”

“…At the same time, OCB also tends to enhance the overall organizational commitment of the employees (Besharat & Pourbohlool, 2014). More important, for some instances OCB is able to minimize the tendency to commit counterproductive work behaviors (Ching et al, 2017;Hu et al, 2015Hu et al, , 2017.…”