Reference paper:
Spitzmuller, M., Van Dyne, L., & Ilies, R. (2008). Organizational citizenship behavior: A review and extension of its nomological network. The SAGE Handbook of Organizational Behavior. Thousand Oaks, CA: SAGE, 106–123.Abstract:
(A 50-word quick summary from my understanding)
The paper provides conceptually-based overview of nomological network of OCB. It summarizes- a) motivational and contextual antecedents of OCB, in addition to dispositional and attitudinal antecedents; b) consequences of OCB on individual well-being, physical and mental health, and social integration, in addition to consequences on individual, group and organizational performance.Quick Notes/queries:
(For my further delving)
Target of OCB- Why is 'group' (in addition to individual and organization) not considered a distinct intended beneficiary of OCB? Could the literature benefit by a conceptual framework that contrasts type of OCB based on the 3 intended beneficiaries, instead of two as proposed by the authors herein?
Motivations
- Could OCB-I and OCB-O be based on motive combinations other than a combination of egoistic and altruistic motives mentioned in this paper. For example - consider an employee helping, voicing or whistle-blowing when he/she witnesses a wrong-doing (perceived as unethical or immoral). Here the OCB motive is not purely egoistic, altruistic or combination of the two. The actual motive could be more principlistic in nature. Consider another scenario where an employee engages in an OCB-I with a peer (by offering him/her help or providing support for his/her whistle-blowing) with the intention of harming someone else (supervisor or colleague). How do we account for such OCBs based on negative reaction? Is there a more broader conceptual framework of OCB motives? For example - Batson and colleagues (Batson, 1994; Batson et al, 2008) have proposed that prosocial motivations could be based on one or more of four different ultimate goals: a) altruism -to protect or promote the well-being of other individuals without the intention of self-benefit; b) egotism - to increase positive affect, reduce negative affect, boost self-esteem, provide material rewards or prevent material punishments; c) principlism - to advance a moral value or ethical cause; d) collectivism - to defend or strengthen one's bond with a group. How does intrinsic motivation relate to OCB-I and OCB-O motivations?
Relationship as antecedents
- Could relationships with customers or other stakeholders be possible antecedents of OCBs? Could perceived impact on stakeholders fuel OCB motivations? Grant (2007) proposed a conceptual framework to explain how the relational architecture of jobs - structural characteristics that affect employee's relationship with other people - influences prosocial motivations. Research on prosocial motivations at work cites various experiments that show how prosocial motivations could be enhanced by not only designing jobs high in significance, but also by connecting employees directly to beneficiaries of these jobs (Grant and Berg, 2010). A recent cover article of Time magazine, which contrasts Geisinger Health System model with traditional Medicare, quotes that '(Geisinger) is a system that many health care experts see as a model, a way to save significant amounts of money while providing better care'. Is the apparent higher level of OCB in such a health system a result of relational job design (Joe Klein, 'How to die', TIME, Jun 11, 2012)?
Other antecedents
- How about collectivistic norms and rewards as antecedents of OCBs? Research shows that when collectivistic norms and rewards are more prevalent, employees are more likely to experience and express prosocial motivations(Grant and Berg, 2010).
- How do factors external to organization (such as threat and social movements) affect its OCB levels?
Consequences of OCB
- What are the consequences of OCB-O for those who perform it?
- How is individual well-being defined? What are the dimensions of this construct?
- Similar to helping, do other OCBs (such as conscientiousness) become intrinsically rewarding over time?
- What are the negative consequences on the individual (on his/her well-being, self-evaluation, physical and mental health and personal development) performing the OCB when the OCB fails in efficacy to achieve the desired positive outcomes?
Role of moderators
- What factors moderate the relationship of OCB and consequences for individual/organization? For example, one research shows that intrinsic motivation, impression management motivation and manager trustworthiness moderate the effects of prosocial motivations on behavior and performance outcomes (Grant and Berg, 2010).
- How do group norms and organizational culture influence the effect of OCB-I and OCB-O on performance (contributes or detracts) at micro, meso and macro levels?
OCB as moderator
- Are there any conceptual frameworks considering the gamut of OCB(or its dimensions) as moderators of effects of other behaviors(such as effects of counterproductive work behaviors on performance ratings or satisfaction)?
Others
- Do organizations engaging in high levels of OCBs engage in more CSR/philanthropic activities or perceived as more ethical by stakeholders?
- How relevant are the studies that report the consequences of OCB on the individual performing the behavior in social settings, such as non-profit or volunteering, to the work organization context?