To engage or not to engage in organisational citizenship behaviour: that is the question!

Abstract

Organisational citizenship behaviour (OCB) can be defined as discretional, voluntary and useful informal behaviour that is not directly acknowledged by the organisation's formal reward system. Such behaviour refers to actions that go beyond performing the tasks defined as part of one's job. Previous studies have shown that organisations that promote OCB can notably improve their productivity and efficiency. It is therefore important to know what causes employees to engage in OCB rather than just limiting themselves to doing what is strictly expected at work. However, it is more important to know why they do not engage in OCB. Using a sample of public prison employees and the fsQCA method, this study examines how the combined effects of organisational characteristics, leadership behaviours and individual characteristics lead to the absence of OCB. The results indicate that the absence of affective commitment, or job satisfaction, or interactional justice is a necessary condition for the absence of OCB. Four conditions are identified as sufficient, and the absence of affective commitment and the presence of laissez-faire leadership are found to be the most relevant conditions for the absence of OCB. Managerial implications and directions for future studies are discussed at the end of the paper.

Employability, Proactiveness and Workplace Behaviors: Is Socioeconomic Status a Mediator?

“…Moreover, the work of Lin et al (2022) and Callea et al (2022) suggest a positive effect of work engagement on employees' proactive conduct. Per social exchange theory, Vázquez-Rodríguez et al (2021) note that employees display positive conduct that is beneficial to both them and the organization when they observe that the organization also demonstrates good will. Our findings align also with the research of Knez et al (2019), who recognize that personality attributes such as consciousness, self-esteem, agreeableness, empathy and the emotional identification of an employee with his or her work predict organizational citizenship behavior.…”

Socio-Economic Wellbeing and behavior at School or Work To what Extent are They Related? Evidence from Romania

“…Per Kumar (2014) there exist employees that depict work behaviour placed above expectations and who conduct work tasks even beyond the work hours without being formally rewarded by the organization, such kind of actions holding the denomination of organizational citizenship behaviour. In light of the social exchange theory, employees display a positive conduct that is beneficial both for themselves and the organization, when they observe that the organization also mirrors good will (Vázquez-Rodríguez et al, 2021). Explaining the causes of organizational citizenship behaviour, Tefera and Hunsaker (2020) claim that such actions stem from the employee's care for other individuals, for the organization or may result from the employee's intention to be perceived as devoted.…”

Is ethical leadership accentuated by perceived justice?: Communicating its relationship with organizational citizenship behavior and turnover intention

“…OCB is a voluntary and useful informal behavior that is not explicitly recognized by the organization's formal reward structure. Such behavior refers to actions taken in addition to those required as part of one's work (V azquez-Rodr ıguez et al, 2021). Interesting dimensions of OCB that have evolved in Indian organizations over the years are altruism and compliance, sportsmanship, courtesy, civic virtue, peace-making and cheerleading (Organ, 1990(Organ, , 1997Shankar, 2016).…”

“…OCB is a voluntary and useful informal behavior that is not explicitly recognized by the organization's formal reward structure. Such behavior refers to actions taken in addition to those required as part of one's work (Vázquez-Rodríguez et al. , 2021).…”