The ‘Agapic Behaviors’: Reconciling Organizational Citizenship Behavior with the Reward System

Sferrazzo, Roberta

doi:10.1007/s41463-019-00067-5

Cited by 13 publications

(10 citation statements)

References 70 publications

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“…Because it is difficult in most settings to observe the experience-productivity relationship, direct tests on the slope of experience-earnings versus experienceproductivity profiles are virtually nonexistent. 7 In an early paper, Hutchens (1987) uses a clever indirect method that relies on the National Longitudinal Survey combined with the Dictionary of Occupational Titles in order to "test whether jobs that involve repetitive tasks tend to be characterized by an absence of pensions, mandatory retirement, long job tenures, and high wages for older workers." The hypothesis is that jobs with technologies that are well-suited to supervision or oversight can use more direct monitoring schemes and at the extreme, output-based pay, to motivate workers.…”

Section: Career Incentives and The Experience-earnings Profilementioning

confidence: 99%

Compensation and Incentives in the Workplace

Lazear

2018

Journal of Economic Perspectives

163

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Labor is supplied because most of us must work to live. Indeed, it is called “work” in part because without compensation, the overwhelming majority of workers would not otherwise perform the tasks. The theme of this essay is that incentives affect behavior and that economics as a science has made good progress in specifying how compensation and its form influences worker effort. This is a broad topic, and the purpose here is not a comprehensive literature review on each of many topics. Instead, a sample of some of the most applicable papers are discussed with the goal of demonstrating that compensation, incentives, and productivity are inseparably linked.

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Section: Career Incentives and The Experience-earnings Profilementioning

confidence: 99%

Compensation and Incentives in the Workplace

Lazear

2018

Journal of Economic Perspectives

163

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“…Leadership ethics is essential to the development of employee OCB. OCB is a self-initiated behavior that compels an employee to go beyond their official duties without using formal reward systems (Becton et al, 2008;Newman et al, 2014;Sferrazzo, 2021). For example, employees who measure high in OCB are likely to volunteer for additional tasks, orient new hires, assist coworkers in completing projects, and willingly request additional work responsibilities.…”

Section: Organizational Citizenship Behavior and Ethical Leadershipmentioning

confidence: 99%

“…The self-initiated behavior of an employee goes beyond official duties and is not directly linked to a formal reward system (Becton et al, 2008;Sferrazzo, 2021).…”

Section: Organizational Citizenship Behaviormentioning

confidence: 99%

Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

Fuller¹

2022

JHRSS

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Organizational leaders set the example for "what is acceptable" ethical behavior and encourage organizational citizenship behavior among employees. Organizational citizenship behavior is the willingness to go above and beyond regular duties and responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness leaders who tolerate deviant behaviors are more likely to morally disengage from the positive attributes associated with organizational citizenship behavior. This research aims to determine ethical leadership attributes that resist the negative impact of perceived deviance tolerance on employee organizational citizenship behavior. The Leadership Ethic and Decision-making (LEAD) model is grounded in the foundational leadership theory which suggests that leaders should conduct an inward examination using integrity and assurance with an outward examination based on pragmatism to improve employee perception of ethical decision-making. The result of this study is based on responses from 378 full-time employees in the United States. The findings reveal that LEAD is a reliable, ethical leadership model and pragmatism is resistant to negative moderation of perceived tolerance of deviant behavior on employee contributions in the workplace. Therefore, leaders, managers, and HR professionals who apply the LEAD model will influence organizational citizenship behavior while reducing the deviant behaviors associated with the perceived tolerance of deviance.

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“…In a second contribution Roberta Sferrazzo (Sferrazzo, 2021) argues similarly that current corporate systems concentrate only on economic results by favoring, through the incentive and award system, only what can be seen, produced, and measured. As such, these systems are unable to recognize workers' agapic behaviors -similar to the ones considered in organizational citizenship behavior (OCB) literature-that cannot be quantified, i.e.…”

mentioning

confidence: 99%