The potential paradox of organizational citizenship behavior: Good citizens at what cost?

Bergeron, Diane

doi:10.5465/amr.2007.26585791

Cited by 459 publications

(589 citation statements)

References 69 publications

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“…As there is little research into the antecedents of university commitment, we can only speculate as to how this can be achieved but making students more aware of the benefits of both types of performance is a starting point. The organizational commitment literature (Bergeron, 2007) suggests reward and recognition of citizenship behaviors and strategies to enhance identification. This might equally apply in the university setting.…”

Section: Summary and Discussionmentioning

confidence: 99%

“…It is carried out for the greater good, with softer outcome measures and no explicit individual benefit. In the literature, this type of behavior is often labeled organizational citizenship behavior (Bergeron, 2007). According to Organ (1988), organizational citizenship behavior "represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization" (p. 4).…”

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

“…In contrast, extra-role performance involves: "behaviors that support the organization but that are not normally found in an individual's job description" (Bergeron, 2007(Bergeron, , p. 1078. Extrarole performance is more generic and is often similar across jobs.…”

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

“…However, there is a risk of conflict between the two. According to Bergeron (2007Bergeron ( , p. 1090, "If individuals spend time on behaviors that benefit the organization, it may be at the expense of their task performance", which can impact on individual reward and career prospects. However, in the work context this conflict can be, and often is, managed via integrated performance management systems, because the mutual benefits of both types of performance are recognized by both employee and employer.…”

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

“…In the work context, in-role performance, or task performance, comprises activities defined by a job description (Bergeron, 2007) and is often explicitly linked to individual reward. In contrast, extra-role performance involves: "behaviors that support the organization but that are not normally found in an individual's job description" (Bergeron, 2007(Bergeron, , p. 1078.…”

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

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The impact of university students’ commitment on in- and extra-role performance

Felfe

Schyns

Tymon

2014

Journal of Applied Research in Higher Education

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractResearch has shown that employee commitment is an important factor in performance.Research into student commitment in the university context is less common and only few studies explore the different components and foci of commitment. This study examines the meaning of students' commitment in the university context. Based on a survey of 530 students, our results confirmed that, similar to the work context, different components and foci of commitment exist. Commitment to the university is primarily positively related to extra-role performance. Commitment to the study subject is positively related to both in-role and extra-role performance. Affective commitment to the university shows the strongest relationship with extra role-performance. However there is a potential conflict between the two types of performance. The relationship between affective commitment to the university and extra-role performance decreases for students with a high intention to study efficiently as an indicator of in-role performance. We conclude that universities should strive to improve their students' commitment, especially affective commitment to encourage a balance of both in-role and extra-role performance.

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Section: Summary and Discussionmentioning

confidence: 99%

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

Section: In-role and Extra-role Performance Within Organizationsmentioning

confidence: 99%

See 3 more Smart Citations

The impact of university students’ commitment on in- and extra-role performance

Felfe

Schyns

Tymon

2014

Journal of Applied Research in Higher Education

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Organizational Citizenship Behavior

Guest

2015

Wiley Encyclopedia of Management

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When Prosocial Motives Matter Most: The Interactive Effects of Social Value Orientation, Message Framing, and Helping Costs on Helping Behavior

Iwai,

Tavares

2024

Behavioral Decision Making

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We advance prior work on prosocial behavior by examining the situations in which prosocial motives are more likely to influence helping behavior. Building on the arousal:cost‐reward model and the self‐discrepancy theory, we test the moderating effects of help request framing (benevolent vs. economic) and contextual costs of helping on the relationship between social value orientation (SVO) and helping behavior. In two experimental studies, we found evidence that prosocial individuals are more likely to help than proselfs especially when it is more costly to do so. Similarly, prosocial individuals help more when requests are framed in terms of benevolence but not when they are framed as an exchange. These findings suggest that prosocial motives foster helping when it is more challenging to do so—that is, when help seekers do not have much to offer in return as well as in costly situations.

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The potential paradox of organizational citizenship behavior: Good citizens at what cost?

Cited by 459 publications

References 69 publications

The impact of university students’ commitment on in- and extra-role performance

The impact of university students’ commitment on in- and extra-role performance

Organizational Citizenship Behavior

When Prosocial Motives Matter Most: The Interactive Effects of Social Value Orientation, Message Framing, and Helping Costs on Helping Behavior

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