The Paradox of Citizenship Cost: Examining a Longitudinal Indirect Effect of Altruistic Citizenship Behavior on Work–Family Conflict Through Coworker Support

Abstract

The objective of this study was to address the paradox of citizenship cost by hypothesizing an indirect rather than a direct effect of altruistic citizenship behavior (ACB) on employee work–family conflict (WFC) through coworker support (CWS). Data were gathered in a three-wave longitudinal survey of employees from private commercial banks (N = 318). A multiple linear autoregressive longitudinal mediation model was analyzed with partial least squares structural equation modeling (PLS-SEM). The results indicate that rather than directly, ACB affects indirectly employee WFC through CWS. This indirect effect is negative, which reflects that the costs of citizenship behavior are paradoxical. The present study contributes to the ongoing debate on the positive and negative outcomes of employee citizenship behavior by providing empirical evidence on the beneficial rather than harmful effect of performing such behavior. For organizational managers, promoting a culture of CWS by encouraging altruistic behaviors can be a most viable strategy to reduce WFC among their employees. The study discusses its limitations and provides future research directions.

The missing link in knowledge sharing: the crucial role of supervisor support- moderated mediated model

“…Employees carefully evaluate the benefits and drawbacks associated with engaging in knowledge-sharing endeavors. Expenses may encompass the temporal and cognitive exertions allocated towards disseminating knowledge, the inherent perils associated with divulging one’s expertise, or the consequent diversion of focus from one’s own assigned responsibilities (Haider et al ., 2021). The comprehensive assessment of expenditures and benefits holds paramount importance in the intricate process of deliberating knowledge dissemination conduct.…”

“…Social exchange theory is contemplated as the underpinning theory of the current study which argues that individuals engage in social interactions based on the expectation of gaining rewards and avoiding costs (Fan et al ., 2019; Roch et al ., 2019). In the context of supervisor support and knowledge-sharing behavior, employees will get engaged in knowledge-sharing behaviors when they perceive that their supervisors are supportive and caring, and in the presence of mindfulness, employees will generate a state of psychological well-being and ownership and come up with an altruistic attitude towards their organization (Haider et al ., 2021). The current study is intended to contribute to the emerging literature on workplace support and human resource management (HRM) by examining the relationships between supervisor support and mindfulness, psychological states, altruism and knowledge-sharing behavior.…”

First, Be a Good Citizen: Organizational Citizenship Behaviors, Well-Being at Work and the Moderating Role of Leadership Styles

“…OCBs are discretionary, individual and voluntary behaviors that promote the improvement of the organization's performance and are not recognized by the current formal reward system [29,30]. Although they consist of an altruistic performance [31], OCBs increase the employee's sense of importance [32], generate self-compensation [33] and can also reinforce rewards through favorable performance evaluations [34]. They are extrafunctional behaviors [35,36], specific and deliberate, intended to support coworkers and organizational success [37][38][39].…”

Citizenship fatigue and psychological ownership among employees in family hotels: moderating effect of family management

“…One stream of research that scholars have recently pursued in hospitality and tourism industry and family business studies is organisational citizenship behaviour (Azila-Gbettor et al , 2021; Nadeak et al , 2021) due its beneficial effects (Haider et al , 2021). Organizational citizenship behaviour, is defined as “individual’s behaviour that is discretionary, not recognized by formal reward system and, in the aggregate, one that promotes the efficient and effective functioning of the organization” (Babcock-Roberson and Strickland, 2010, p. 317).…”