The deviant citizen: Measuring potential positive relations between counterproductive work behaviour and organizational citizenship behaviour

Abstract

Studies have shown a strong negative correlation between counterproductive work behaviour (CWB) and organizational citizenship behaviour (OCB), and opposite correlations with hypothesized antecedents. Such observed correlations may have been erroneously caused by three measurement artefacts: items measuring absence of CWBs, rather than behaviours that exceed requirements or expectations in OCB scales; supervisory halo; and agreement rather than frequency response format. A new OCB scale, the OCB-checklist (OCB-C) was used that did not have these artefacts. Contrary to prior expectations from the literature, positive relations were found between CWB and OCB, and stressors and OCB. Theoretical explanations for positive CWB/OCB relations (demand-elicited OCB, social loafing, work process problems, rater perceptions and attributions, and aggravated job stress processes) are discussed.

Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership

“…The first reason is due to the fact that positive job attitudes promotes various extra-role behaviors (Bateman & Organ, 1983;Ilies, Scott, & Judge, 2006;Van Dyne, Graham, & Dienesch, 1994) that are an essential part of transformational leadership (Bass, 1985(Bass, , 1990(Bass, , 1997. Two examples of recently-developed organizational citizenship behaviors (OCBs) that have been empirically linked to more positive job attitudes are: (1) "[lending] a compassionate ear when someone had a work problem," and (2) "[taking] time to advise, coach, or mentor a co-worker" (Fox, Spector, Goh, Bruursema, & Kessler, 2012); both of these OCBs illustrate, also, what has been called the individualized consideration dimension of transformational leadership. A number of studies suggest that job attitudes are important determinants of various voluntary behaviors such as OCBs (e.g.…”

Moral character in the workplace.

“…We chose to examine organizational behaviors because the workplace affords employees with myriad opportunities to act ethically and unethically, and most adults spend a substantial portion of their lives at work. Examples of OCB include taking time to advise, coach, or mentor coworkers; lending a compassionate ear when someone has a work problem; and changing vacation schedules, work days, or shifts to accommodate coworkers' needs (Fox, Spector, Goh, Bruursema, & Kessler, 2012). Examples of CWB include being nasty or rude to clients or customers; taking supplies or tools home without permission; and leaving work earlier than one is allowed (Spector et al, 2006).…”

Compulsory Citizenship Behavior and Organizational Citizenship Behavior: The Role of Organizational Identification and Perceived Interactional Justice

“…Vigoda-Gadot (2006) suggested that OCB (e.g., altruistic behavior, conscientiousness, sportsmanship, and courtesy) will lose its voluntary meaning when the external pressure is applied. Vigoda-Gadot (2006, 2007 further descripted this phenomenon as compulsory citizenship behavior (CCB; employees' engagement in extra-role activities which often against their will), reflecting a different dynamic than voluntary beneficence (Fox, Spector, Goh, Bruursema, & Kessler, 2012).…”