The Relationship between Organizational Citizenship Behavior and Counterproductive Work Behavior

Abstract

Job performance is the most researched concept studied in industrial and organizational psychology, with the emphasis being on organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) as two dimensions of it. The relationship between these two dimensions of job performance are unclear, hence the objective of the current study was to examine the relationship between organizational citizenship behavior and counterproductive work behavior. A total of 267 students studying psychology were given a questionnaire that measured organizational citizenship behavior and counterproductive work behavior (most have had part-time work experience). Correlational analysis found OCB and CWB to have only a moderate negative correlation which suggests OCB and CWB are two separate but related constructs. It was also found that females and longer-tenured individuals tend to show more OCB but no difference was found for CWB. The findings showed that individuals can engage in OCB and CWB at the same time, which necessitates organizations to find a way to encourage their employees to engage in OCB and not in CWB.

The moderating effect of gender on the relationship between organizational commitment and organizational citizenship behavior in Pakistani university teachers.

“…Thus, female teachers are having more propensities in helping their organization apart from their prescribed duties. These results are also in line with the results of Hafidz et al (2012), who inferred that females exhibit more OCB. Organizational commitment and OCB is more in female teachers as additional duty to assist students because of the reason that the spirit of empathy, altruism, gregariousness, cooperation, and interpersonal orientation has been reported to be of higher level in females.…”

Organizational Citizenship Behaviors and Counterproductive Work Behaviors: A Study of Tehran University of Medical Sciences Staff

“…The current perspective indicated the adoption of both OCB and CWB at an average rate among the staff of every organization. Wahyu Ariani et al and Hafidz [72,73] reported there was a reverse average relationship between OCB and CWB, and thus it seems these behaviors are separately structured, but are related to each other in some way or another.…”

The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis

“…CWB intends non-forced behaviour that violates significant organizational norms, putting at stake the well-being of its members (Robinson & Bennett, 1995; see also Sackett et al, 2006), or voluntarily harming the organization (Rotundo & Sackett, 2002). Consistent with the model represented in Figure 1, CWB can be regarded as negative or dysfunctional forms of OCB (see Sims & Lorenzi, 1992), but needs not necessarily be considered its orthogonal measure of organizational competition (see Hafidz et al, 2012). In a meta-analysis, Dalal (2005) reported a modest negative relationship (p = −.32) between CWB and OCB.…”