To Help or Not to Help? The Good Samaritan Effect and the Love of Money on Helping Behavior

Abstract

intrinsic altruistic motives, extrinsic instrumental motives, the Love of Money, helping behavior, organizational citizenship behavior (OCB), the Good Samaritan Effect, the USA, Taiwan, Poland, Egypt,

Exploring the Relationship between Organizational Culture, Job Satisfaction, and Organizational Citizenship Behaviour

“…They are optional behaviors, they are not considered in neither rewards nor appraisals. These activities are beneficial for the organization and the work group as they support the social and psychological environments of any entity (Blakely, Andrews and Fuller, 2003;Boerner et al, 2008;Bolino, Turnley and Bloodgood, 2002;Bolino and Turnley, 2005;Bolino et al, 2010;Messer and White, 2006;Ryan, 2002;Vigoda-Gadot, 2007;Tang et al, 2008).…”

“…OCB helps in reducing interpersonal conflicts that cause distractions, thus, enhancing social relations. (Ryan, 2002;Dipaolo and Hoy, 2005;Bolino and Turnley, 2005;Messer and White, 2006;Coyne and Ong, 2007;Tang et al, 2008;Boerner et al, 2008).…”

“…These behaviors exceed the required tasks and duties and will neither be rewarded nor compensated. However, the citizenship behaviors are proved to be beneficial for the organization and the working environment as they support the social and psychological connections of the organization (Vigoda-Gadot, 2007;Boerner, Dutschke and Wied, 2008;Tang et al, 2008). Organizational citizenship behaviour is also positively associated with job satisfaction (Swaminathan and Jawahar, 2013;Huang, You and Tsai, 2012;Jena and Goswami, 2013) as happy employees are more committed to their organizations.…”

The Demographics’ Effects on Organizational Culture, Organizational Citizenship Behavior and Job Satisfaction: Evidence from Egypt and Mexico

“…OCB enhances the smooth flow of an organization's operations, increases productivity and decreases the amount of resources used due to careful and efficient use (Coyne & Ong, 2007;Rego et al, 2010). OCB helps managers and co-workers to perform more effectively and reduces interpersonal conflicts that cause distractions (Boerner et al, 2008;Bolino & Turnley, 2005;Messer & White, 2006;Ryan, 2002;Tang et al, 2008).…”

The effect of organizational citizenship behavior on organizational commitment

“…In recent decades, OCB is a key structure in psychology and management that has strong interaction with other variables, and is used in various topics (Batman and Organ 1983;Bergeron 2007;Bolino et al 2002;Lepine et al 2002;Niehoff and Moorman 1993;Organ 1988;Organ and Ryan 1995;Podsakoff et al 2000;Tang et al 2008). Research on OCB defined as the behavior which is discretionary and informal work environment to enhance profitability of the entire organization has been recommended (Chompookum and Derr 2004;Kidwell et al 1997;Organ 1988;Podsakoff et al 2000;Van Scotter 2000).…”