The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment.

Allen, Tammy D.; Rush, Michael C.

doi:10.1037/0021-9010.83.2.247

Cited by 480 publications

(528 citation statements)

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“…Existing research shows that performance appraisal is significantly influenced by supervisor attribution of employees' motives for exhibiting certain behaviors [22,23]. Not only the identification of specific motives, but also the types of attributed motives influence supervisors' evaluations of subordinates [11].…”

Section: Attribution Of the Motives And Performance Appraisal Of Emplmentioning

confidence: 99%

“…In recent years, the attribution perspective has been widely used in the studies on organizational behavior [19][20][21]. The extant research has shown that performance appraisals are significantly influenced by the supervisor's attribution of an employee's motives behind certain behaviors [22,23], implying that when employees make suggestions and/or present new ideas, their motives will be perceived and attributed by supervisors, thereby influencing their performance appraisals.…”

Section: Introductionmentioning

confidence: 99%

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Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Liu

Hanson-Rasmussen

2017

Sustainability

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Employees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model's hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees' performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal.

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Section: Attribution Of the Motives And Performance Appraisal Of Emplmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Liu

Hanson-Rasmussen

2017

Sustainability

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“…Ces résultats incitent à ne prendre en compte que l'engagement affectif dans les discussions subséquentes. Ainsi, on remarque que les résultats liés à cette variable s'approchent de ceux obtenus dans plusieurs autres études (Allen et Rush, 1998 ;MacKenzie et al, 1998 ;Organ, 1997 ;Organ et Ryan, 1995 ;Podsakoff et al, 1996). Il convient de préciser cependant qu 'Organ (1997) associait l'engagement affectif à l'altruisme, ce qui ne semble pas être le cas dans la présente étude.…”

Section: Discussionunclassified

“…Il semble d'ailleurs que l'engagement organisationnel puisse être un prédicteur efficace des comportements de citoyenneté organisationnelle. En effet, une recension (Organ et Ryan, 1995) et sept études présentent des résultats qui mettent en évidence la relation entre ces deux variables (Allen et Rush, 1998 ;Bergami et Bagnozzi, 2000 ;Koh et al, 1995 ;MacKenzie et al, 1998 ;Organ, 1997 ;Podsakoff et al, 1996 ;Schappe, 1998).…”

Section: Engagement Organisationnelunclassified

Engagement organisationnel et citoyenneté organisationnelle d’enseignants

Roux¹,

Dussault

2013

ncre

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Cet article présente les résultats d’une étude visant à analyser la relation entre l’engagement organisationnel et la citoyenneté organisationnelle d’enseignantes et d’enseignants. S’inspirant de la théorie trifactorielle de Meyer et Allen (1991), l’étude prévoit que l’engagement affectif constitue un meilleur prédicteur de la citoyenneté organisationnelle des enseignants que l’engagement normatif et de continuité. L’étude prévoit aussi que la perception de justice peut jouer un rôle modérateur entre l’engagement et la citoyenneté. Des enseignantes et des enseignants (n = 221) provenant d’écoles privées de niveau secondaire du Québec ont participé à l’étude. Les résultats révèlent que l’engagement affectif est davantage corrélé à la citoyenneté organisationnelle que les autres types d’engagement. De plus, la perception de justice semble jouer un rôle modérateur sur la relation entre ces deux variables.This article presents the findings of a study that aimed to analyse the relationship between organizational commitment and teachers' organizational citizenship. Based on Meyer and Allen's three-component commitment-construct theory (1991), the study predicted that affective commitment is a better predictor of teachers' organizational citizenship than normative or continuance commitment. It also predicted that perceptions of justice could be a moderating factor between commitment and citizenship. Teachers (n = 221) from both private and public Quebec high schools took part in the study. The results showed that affective commitment is more strongly correlated to organizational citizenship than the other two components. Moreover, perceptions of justice do appear to act as a moderating factor in the relationship between these two variables

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“…Many researchers found that employee's motivation is considerably associated to his or her organizational citizenship behavior (Finkelstein and Penner, 2004;Tang and Ibrahim, 1998). Allen and Rush (1998) stated that the leader's perception of follower's motives is more likely to influence the employee's OCB rating. Thus a significant relationship is anticipated between employee OCB and their sources of motivation.…”

Section: Motivationmentioning

confidence: 99%

An Investigation of the Antecedents of Organizational Citizenship Behaviour: Case of Saudi Arabia

Rasheed¹,

Jehanzeb²,

Rasheed³

2013

IJPS

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Organizational Citizenship Behaviour (OCB) has been signified as one of the antecedents of organizational effectiveness. OCB is widely studied over the years in the US but has received relatively inadequate attention in other Asian contexts. This study explored and examined number of predictors of OCB in the Arabic-speaking context (Saudi Arabia in Gulf). The data was drawn from 275 employees of both private and public banking sectors. Predictors of OCB examined are Job Satisfaction and Organizational Commitment, Role Perceptions, Fairness Perceptions, Leadership Behavior, Individual Dispositions, Motivation and Feedback. The results found support the hypotheses stating the positive relationship between the predictors of OCB and organizational citizenship behaviour except motivation that found no relationship with OCB. Implications for future research are discussed.

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The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment.

Cited by 480 publications

References 50 publications

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Engagement organisationnel et citoyenneté organisationnelle d’enseignants

An Investigation of the Antecedents of Organizational Citizenship Behaviour: Case of Saudi Arabia

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