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BEYOND SOCIAL EXCHANGE: NEW DIRECTIONS FOR ORGANIZATIONAL CITIZENSHIP BEHAVIOR THEORY AND RESEARCH

101 citations0/0 files storedResearch in personnel and human resources management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Public Policy and Administration Research

Abstract

Virtually all research on organizational citizenship behavior (OCB) is rooted in a social exchange based view of citizenship performance. While we do not dispute the significant role exchange motives play in citizenship performance, we nevertheless see what amounts to a preoccupation with and over-reliance on social exchange processes in extant OCB theory. With the goals of improving the prediction of citizenship performance and advancing human resource management practice, we outline several new directions for OCB theory and research.

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References

1999Self-Efficacy: The Exercise of Control 2013Stress: Appraisal and Coping 1985Stress, social support, and the buffering hypothesis.2017Exchange and Power in Social Life 1981The measurement of experienced burnout 1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 1979The Social Psychology of Organizations.1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors

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2011Linking workplace incivility to citizenship performance: The combined effects of affective commitment and conscientiousness 2018Why individual employee engagement matters for team performance?2010Corporate Social Responsibility Influence on Employees 2009Organizational Citizenship Behavior and Reputation 2018Unravelling the relationship between role overload and organizational citizenship behaviour: A test of mediating and moderating effects 2010

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