M75Podsakoff article

8/7/2019 M75Podsakoff article

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OCB: A critical review of the Theoretical &Empirical literature & Suggestions forfuture research

(Philip M.Podsakoff, Scott b. MacKenzie,

Julie Beth Paibe, and Daniel G.Bachrach2000)


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Contents Literature review

Types of citizenship behaviour

Antecedents of citizenship behaviour

Consequences of OCB Where do we go from here?


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Criticism Criticism on previous literature:- focused more

on substantive validity than construct validityi.e.literature focused more on understanding therelationships between ocb and other constructs ,rather than carefully defining the nature of OCBitself.

Therefore there is the need to define more the

nature of OCB, otherwise all the literature wouldbe in vain.


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Research about OCB has spread into other areas such asinternational business, leadership, and industrial andlabour relations. However this fact makes it difficult for

one to keep up with developments in this area. The purpose of this paper is to summarize and review the

existant literature on OCB.

Almost all of the existing citizenship behaviour researchwas influenced by Katz (1964). Therefore the roots of

almost every form of citizenship behaviour can be tracedback to Katzs seminal framework.


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Types of citizenship behaviour (pg 516)

The literature review demonstrated that there are almost 30 potentially

different forms of OCB that have been identified.

This article captures them into 7 dimensions:

1. helping behaviour,

2. sportsmanship,

3. organizational loyalty,

4. organizational compliance,

5. individual initiative,6. civic virtue and

7. self development.


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Antecedents of citizenship behaviour (pg 526)

Empirical research has focused on four majorcategories of antecedents.

Individual characteristics

Task characteristics

Leadership behaviour

Organizational characteristics


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Gender differences (pg 530)

Gender differences: - There seems to be nogender differences in OCB, despite the differentpsychological make up of males and females.Still more evidence is required before this topicis resolved conclusively

Rewards:- Indifference to rewards was

negatively related to behaviours of OCB. (pg531)


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Leadership (pg 531) Leadership : transactional or transformational types of

leaders influence OCB behaviours of OCB.

Job attitudes, task varibales, and various types of

leaderbehaviours appear to be more stronlgy related toOCB s than the other antecedents. Consistent to previousliterature, job stisfaction, perceptions of fairness, andorganizational commitment were positively related tocitizenship behaviours.

One very strong pattern in the findings achieved is that

leaders play a key role in influencing citizenship behaviour.


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Rewards (pg 533) Another finding achieved is that reward contingencies

influence the frequency of OCB.

When employees are not indifferent to the rewards made

available by the organization, when employees perceivethat ther leaders control those rewards, and when theirleaders adminsiter rewards contingent upon performance,OCB increases.

Despite Organs original definition of OCB, research showsthat managers amdinster rewards contingent upon

performance, they reward OCBs as well as in-role aspectsof performance therefore increasing OCB.

Employees engage in OCB as a means of obtainingrewards, therefore employees often view OCBs as anexpected part of their job (Morrison)


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Consequences of OCB (pg 533) More recent research has devoted an increasing amount of

attention to the consequences of OCBs.

Recent research has focused on two key issues

The effects of OCBs on

managerial evaluationsof performance and

judgements regardingpay raises, promotions

etc.

The effects of OCBs onorganizational

performance andsuccess.


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Managerial evaluations of Performance (pg 535)

Findings in this article demonstrate that1. OCB/contextual performance has a positive impact on several

important personnel decisions made by manager

2. The weight of this evidene suggest that the effect of this formof performance is at least as great as the effect of in-role-performance

3. There is evidence to suggest that in-role and extr-roleperformance may interact when influencing managerialjudgements and decisions.

4. Common method variance has a substantial impact onrelationships between OCB/contextual performance andmanagerial judgements; although this bias generally weakensthese relationships, it does not eliminate them.


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OCB and organizational performance (pg 543)

According to Organs original definition of OCB,when aggregated over time and people, suchbehaviour enhances organizational effectiveness.

However only five studie s have been attemptedto test whether these behaviours influenceorganizational effectiveness.

Research done by Karambayya, Podsakoff et aland Walz & Niehoff. Empirical evidence from this

research supports Organs fundamentalassumption mentioned above, although theevidence is stronger for some forms of behaviourthan for others


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Future research (pg 548) Are citizenship behaviours distinct

from in-role behaviours?

Do different forms of citizenshipbehaviours have unique antecedentsand/or consequences?

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