(p. 593)
Index
Note: Figures and tables are indicated by an italic “f” or “t” following the page number. Endnote entries are indicated by an italic “n” and note number following the page number.
A
Achievement goal orientation, and helping research, 485,
486
Active aging, defined, 560
Advice network generation theory, 488
Affective events theory
breach of psychological contracts and, 337
Event → Affect → Behavior chain, 74,
75
service-oriented OCB (SOCB) and, 535
within-person level of analysis and, 420
Affiliation-oriented citizenship behaviors (AOCBs)
Agency-communion framework, 58,
59,
61
Allen, N. J.
cognitions as predictors of OCB, 259,
346
rate of articles in literature review, 402
Altruistic personality, 203
Anderson, S. E.
cognitions as predictors of OCB, 259
rate of articles in literature review, 402
subgroup behaviors as OCBOs, 332
Antecedents of OCB. See also Multilevel antecedents of OCB;
Research recommendations for OCB;
specific antecedents
Big Five personality framework and, 63t,
64
ESM studies on antecedents/consequences of OCB, 418–
424
OCB-CWB relationship and, 71–
76
Organ on, as predictors, 318
prosocial behavior in retirement and, 562f
situational strength theory and, 449
substitutes-for-leadership theory and, 307,
449,
462
trait activation theory and, 449
upward voice in organizations and, 511–
513
Antisocial actions, defined, 554
Attractiveness of workplace, 194–
196
Attribution theory, and helping OCB, 171–
180
Autonomy-oriented help, defined, 477–
478,
489
B
Bachrach, D. G.
ethical leadership-OCB relationship, 307
time, task performance and OCB, 345
Balanced scorecard framework, 107
Barnard, C. I.
effectiveness vs. efficiency, 11–
12
exchange of utilities concept, 332–
333
The Functions of the Executive, 8,
56
justice-OCB relationship, 257
worker willingness to cooperate, 56,
435,
563
Bergeron, D. M.
nonutilitarian benefits of OCB, 580
resource allocation theory, 161
task performance and OCB, 113
Biased parameter estimates, 409
Blakely, G. L.
cultural perspectives and OCB, 95
justice-OCB relationship, 261,
266
perceived organizational support (POS), 338
personal industry subscale, 403
rate of articles in literature review, 402
Bolino, M. C.
citizenship pressure, 192
consequences of OCBs, 584
impression management, 163
individual initiative and stress, 190–
191
individual-level consequences, 111
moral licensing and OCB, 189,
430
motives for engaging in OCB, 245
psychological contracts, 336
task performance and OCB, 113
Borman, W. C.
cluster analysis and commonalities, 30,
45
voluntary performance of tasks, 32
Brass, D. J.
ties to powerful alters, 323
Bright vs. dark side of OCB studies
FFM and facet-based prediction vs. broad trait prediction, 208–
212,
210t
within-person level of analysis and, 424,
428–
429
Broaden and build theory, 74
C
Career outcomes and OCB, 149–
168
future research recommendations, 162–
165
performance evaluations as linked to, 151–
152
promotion and advancement speed, 159–
160
resource allocation framework, 161–
162
reward recommendations vs. actual rewards, 152,
159
salary and financial rewards, 158–
159
task/in-role behavior measures, 150–
151
Career success and OCBs, 111
Carpenter, N. C.
meta-analysis (2012), 77,
273
Challenge-oriented citizenship behaviors (COCBs)
Challenging voice, defined, 509
Charitable contributions, 567
Chiaburu, D. S.
meta-analysis (2013), 302,
309
personality traits and OCBs, 581
Chinese culture, wu-lun (five relationship types), 393
Christophersen, K. A., 341
Citizenship norms in workgroups, 192,
347
Civic virtue
as unrelated to group performance, 193
Civility/incivility, in legal profession, 552–
554
Cognitive ability
lack of correlation with OCB, 63–
64
Cognitive balance theory, and embeddedness, 321
Cognitive social capital, defined, 380
Cognitive theory, and voice behavior, 516
Common source effects, 408
Communal exchange theory, 174
Composition model, defined, 467–
468
Compulsory citizenship behavior (CCB), defined, 173,
192
Conservation of resources (COR) theory, 344,
346
within-person level of analysis and, 419–
420
Constructive voice, defined, 508–
509
Contact employee participation OCB, in SOCB, 529
Controllability, in attribution theory, 175–
176
Cooperation, defined, 560
Corporate social responsibility (CSR), 270–
272
Cost-benefit analysis, and helping research, 489
Counterproductive work behavior and OCB, 69–
89
agreement vs. frequency response scales, 79–
80
antecedents of OCB-CWB relationship, 71–
76
construct and measure proliferation, 81
construct definitions and meta-analytic relationships, 70–
71
counterproductive behaviors, defined, 37–
38
(p. 596)
future research recommendations, 82–
86
observer vs. self-ratings, 77–
78
between-person level of analysis, 71–
73,
82
presence vs. absence of reverse-scored items, 76–
77
socially desirable responses, 80–
81
statistical corrections for interrater reliability, 81–
82
unit level of analysis, 75–
76
within-person level of analysis, 73–
75,
419
Covenantal relationship, defined, 392
CREW framework (Civility, Respect, and Engagement at Work), 519
Cropanzano, R.
direction of causality, 586
Cross-cultural comparisons
corporate social responsibility, 271–
272
distributive justice, 260
early study on OCB definitions, 16
influence on measurement and theory, 83
justice-OCB relationship and, 265
CSR (corporate social responsibility), 270–
272
Cultural intelligence (CQ) and OCB, 387–
399
cultural intelligence (CQ), defined, 388–
390
individual/organizational outcomes and, 391
linkage of OCB to culture, 391–
393
organizational justice and, 392
Curvilinear relationships, and helping request, 497
Customer’s citizenship behavior (CCB), 532
D
Dark triad and job performance, 213
Decision-making literature and advice, 478
Defensive voice, defined, 508–
509
Dependency-oriented help, defined, 477–
478,
489
Diagnostic and Statistical Manual of Mental Disorders (DSM-5)
FFM trait-based approach to personality disorders, 209,
210t
Differentiated leadership, 311–
312
Direct consensus model, 467
Discretionary, defined, 92
Distributive justice, defined, 256–
257
E
Economic exchange, defined, 333
Effectiveness, defined, 8
Ehrhart, M. G.
citizenship norms in workgroups, 192,
347
curvilinear effects of OCB, 585
justice-OCB relationship and, 273
multilevel OCB research, 589
service-oriented OCB (SOCB), 528
within-person level of analysis, 588
Eight-factor hierarchical model of individual job performance, 21,
22–
23,
38
Emmerik, H. I. J., van, 232
Emotional help, defined, 477
Emotional labor, defined, 534
Emotional management, defined, 534
Emotional regulation, defined, 534
Emotion-oriented citizenship behavior (ECB), 534–
535
Employee-organization relationship (EOR) and OCB, 331–
352
future research recommendations, 342–
347,
343f
idiosyncratic deals and, 341–
342
inducement-contribution model and, 331–
335
social and economic exchange and, 335,
340–
341
social exchange theory and, 331–
333
Employees/teams/organizations, unintended consequences of OCB, 185–
202
attractiveness of workplace, 194–
196
coordination/improvement of group functioning, 193–
194
coworker/managerial productivity enhancement, 191–
192
freeing up resources and productivity, 190–
191
future research recommendations, 196–
199
harm to organizational reputation and performance, 196
negative impacts on career success, 195
self-control resource depletion, 189–
190
unintended negative consequences, studies on, 187–188t
Employment relationships, types of, 334–
335
Environmental psychology, and voice behavior, 516–
517
Equifinality, defined, 246
Evolutionary psychology, and proactivity, 60–
61
Exchange in utilities, 332–
333
Exit, Loyalty, and Voice framework, 508
Extra-role behavior (ERB), defined, 20,
170
F
Fairness heuristic theory, 287
Family embeddedness, defined, 378
Farh, J. L.
justice-OCB relationship, 260
POS, OCB and power distance, 339
Five-factor model (FFM) personality traits and OCB, 203–
220.
See also Big Five personality framework
broad trait prediction, zooming out and dark side, 211–
212
communal constructs and, 212–
213
facet-based prediction, zooming in and dark side, 208–
211,
210t
future research recommendations, 214–
217
legal implications in assessment, 216
past/current findings, 204–
208
trait salience through personality states and trait activation, 213–
214
Folk theories of mood maintenance/repair, 74–
75
Four-factor structure of justice, 264–
265
Francisco Morales, J., 337
Frequency response scales, 79–
80,
405
Functional approach to behavior and OCB, 245–
249
Functions of the Executive, The (Barnard), 8,
56
G
Gainsharing interventions, 520–
521
Garcia-Cabrera, A. M., 95
Gender and OCB, 221–
238
future research recommendations, 234–
235
individual-level outcomes, 132
OCB-outcome relationship, 232–
233
as predictor of OCB/prosocial behavior, 223–
228
predictors-OCB relationship, 228
self-ratings of unidimensional OCBs, 224t,
226
shifting standards model, 223,
226
social psychology and, 228
supervisor gender and, 233–
234
General mental ability (GMA) and OCB, 206–
207,
207f
Generativity, and aging, 563–
565
Grant, A. M.
ambiverts in sales performance, 215
impression management, 250
proactive behavior, 33,
59
unit-level mediators, 114
Great Eight competencies, 24
Griffin performance model, integrative approach to, 26–
35
adapted model overview, 25t
future research recommendations, 35–
38,
578
individual task proactivity, 32–
33
individual task proficiency, 26,
28
organization member proactivity, 33
organization member proficiency, 29–
30
summary and findings, 34–
35
team member proactivity, 33
team member proficiency, 28–
29
Group creativity literature, 396
Group-value model of justice, 262–
263
H
Halbesleben, J. R. B.
within-person level of analysis, 497
Helping OCB, and negative outcomes, 169–
184
attribution theory and, 171–
180
consequences to intended beneficiaries, 171–
172
helper characteristics, 177
OCB as multidimensional construct, 170–
171
organizational outcomes, 173–
174
proximal and distal outcomes, 180–
181
recipient characteristics, 177,
179
situational characteristics, 179–
180
Helping research in OCB literature, 475–
505
benefits and costs of responses to help requests, 488–
489
characteristics of targets of help seeking, 487–
488
context of performance of helping, 481–
483
contextual characteristics, 486–
487
future research recommendations, 494–
498
help seeker attributes, 484–
485
help-seeking behavior, 483–
484
individual difference predictors of helping, 480–
481
motives for performance of helping, 479–
480
Heterogeneity of services, defined, 527
Hierarchical linear modeling (HLM), 468–
469
Hierarchical taxonomy of leader behaviors, 299,
309–
310
HLM (hierarchical linear modeling), 468–
469
Hofstede, G.
individualism and group outcomes, 466
individualism/collectivism continuum, 16
power distance, 16,
101,
140,
273,
339,
364,
366,
392–
393,
395,
514,
517
Homophily, in tie formation, 320,
324
Horizontal individualism, defined, 301–
302
Hormones, and helping related behaviors, 62–
63
I
Individual- and organizational-level consequences, of OCBs, 105–
147
individual-level consequences, 109–
111
mediators of effects of consequences, 113–
119
OCBs as unit-level construct, 106–
107
organizational/unit-level consequences, 107,
108t,
109
potential negative consequences, 111–
113
unit-level mediators, 114,
115t
Inducement-contribution model, 331–
335
Information-processing theory, 287
Input-process-output (IPO) model, 463–
464,
465
Inseparability of services, defined, 527–
528
Instrumental help, defined, 477,
486
Instrumental leader behaviors, 299
Intangibility of services, defined, 527
Interactional justice, defined, 256–
257
Intergroup relations literature, and helping research, 480
Investment of social energies, 51
Issue selling, defined, 509
J
Job demands-resources model, 419
Job embeddedness and OCB, 371–
385
empirical relationship and related constructs, 373–
374
family embeddedness and, 378
future research recommendations, 378–
381
on-the-job and organizational embeddedness, 378
occupational embeddedness, 378
Job satisfaction, and OCB-CWB relationship, 72
Job satisfaction-performance hypothesis, 9–
10
Johns Hopkins Comparative Nonprofit Project, 570–
571
Judge, T. A.
justice-OCB relationship, 264
meta-analysis (2015), 214
OCB-CWB relationship, 428
K
Kahn, R. L.
justice-OCB relationship, 257,
258
Kamdar, D.
justice-OCB relationship, 266
Katz, D.
justice-OCB relationship, 257,
258
as originator of OCB concept, 332
in-role vs. extra-role behaviors, 20,
22,
317,
563
Koopman, J.
balance in exchange relationship, 347
benefits and costs of OCB, 191
high trait promotion focus, 430
within-person level of analysis, 497,
580
L
Leader behavioral integrity, 302–
303
Leader–member exchange (LMX)
differentiation and productivity, 311–
312
helping research and, 488
job embeddedness and OCB, 375,
380
OCB role perceptions and, 96,
98
Leader member guanxi (LMG), in China, 312
Leadership and OCB, 297–
316
future research recommendations, 310–
313
modern leadership constructs, 302–
303
theoretical explanations relationship between, 303
traditional leadership constructs, 301–
302
Leadership Practices Inventory, 301
Lee, K.
cognitions as predictors of OCB, 259,
346
rate of articles in literature review, 402
Lehmann-Willenbrock, N., 265
LePine, J. A.
job satisfaction and OCB, 426
person–organization (PO) fit, 358
rate of articles in literature review, 402
Lester, S. W.
job satisfaction and OCB, 479,
481
psychological contracts, 263,
336
Locus of causality, in attribution theory, 175–
176
Loyalty OCBs, in SOCB, 529
M
MacKenzie, S. B.
consequences of OCBs, 584
group climate in research, 466
justice-OCB relationship, 261
managerial evaluations and OCBs, 581
observer vs. self-rating of CWB, 78
OCBI/OCBO consequences, 107
organizational effectiveness, 14
unit-level moderators, 114
Management by objectives (MBO), 8
Manager, distinguished from leader, 298–
299
Mayer, D. M.
impression management, 250
justice-OCB relationship, 264
service climate and voice, 463
service-oriented OCB (SOCB), 528
Maynes, T. D.
football player task performance, 110–
111
individual-level mediators, 119
Measurement and modeling of OCB, 401–
416
emerging methodological and measurement issues, 411–
413
higher order multidimensional OCB construct, 408–
411
nonindependence of ratings, 411
OCB, as aggregate construct, 409–
410
OCB, as superordinate construct, 409–
410
recommendations for, 413t
research across hierarchical levels of OCT, 410–
411
research OCBs as group-level phenomenon, 412
use of control variables, 412–
413
variations in operationalization, 402–
406
variations in rating sources, 406–
408
Medical professionalism, defined, 550–
551
Metacognition, and cultural intelligence, 388–
389,
396
Moderated mediation, defined, 99
Modernity, use of term, 393
Moorman, R. H.
perceived organizational support (POS), 338
personal industry subscale, 403
(p. 602)
rate of articles in literature review, 402
Morrison, E. W.
perceived job breadth, 92–
93
psychological contracts, 337
service-oriented OCB (SOCB), 529,
535
Motowidlo, S. J.
prosocial organization behavior, 21,
543–
545
task behavior and OCB, 159
voluntary performance of tasks, 32
(MSEM) multilevel structural equation modeling paradigm, 469
Multifinality, defined, 246
Multilevel antecedents of OCB, 435–
473
future research recommendations, 463–
469
group characteristics, 439,
448
manager/leader characteristics, 439
multilevel moderating effects, 448–
463
organizational characteristics, 448
perceptions, attitudes, beliefs, and values, 448
research setting and study design, 438–
439
sample characteristics, in literature review, 437
temporal priority and, 466–
467
types of OCB, in literature review, 437–
439
unit (level 2) antecedents in multilevel studies, 440–447t
unit-level moderators of individual-level antecedents and individual-level OCB, 462–
463
Multilevel structural equation modeling (MSEM) paradigm, 469
N
National Football League/college football study (Whiting and Maynes), 110–
111
Naumann, S. E.
citizenship norms in workgroups, 192
justice-OCB relationship, 273
Niehoff, B. P.
justice-OCB relationship, 261,
262
organizational effectiveness, 13–
14,
31
perceived organizational support (POS), 338
O
Obsessive-compulsive personality disorders, and conscientiousness, 209,
211
OCB role perceptions, 91–
104
evolution of OCB definition, 92–
93
future research recommendations, 100–
103,
101f
literature review, 93–
100
rating of OCB behavior and, 96–
97
role discretion effect, 99–
100
role enlargement effect, 97–
99
role perceptions, defined, 93
Ohio State, leadership Initiating Structure, 298
Opinions About Attorneys’ Conduct (OAC) measure, 553–
554
Opinions about Physicians’ Interactions with Patients (OPIP) measure, 550–
552,
554
Opinions About Professional Conduct (OPC) measure, 554–
555
Optimal viscosity principle, 327
Organ, D. W.
antecedents of OCB as predictors, 318
applicability to service context, 528
consequences of OCBs, 106,
109
cooperative system, 9,
56,
58
cultural perspectives and OCB, 387,
483
cultural variations in OCB, 16,
83
OCB, defined, 36,
44,
91,
92,
171,
274,
285–
286,
288,
344,
390,
394,
435,
477,
493,
563,
577–
578
organizational effectiveness, 14
as originator of OCB concept, 332
30-item OCB instrument, 20
Organizational citizenship behavior (OCB), historical development of, 7–
18
affect vs. cognition in job satisfaction, 12–
13
contextual performance, 14–
16
cross-cultural relevance, 16
job satisfaction-performance hypothesis, 9–
10
organizational effectiveness and, 13–
14
Organizational citizenship behavior (OCB), introduction, 1–
5
employee performance domain and, 2
international research, 3
leader effectiveness and, 2
literature review, 1–
3,
2f
OCB concept and behaviors, 9–
10,
20
organizational effectiveness and, 2
organization of book, 3–
5
Organizational commitment, and OCB-CWB relationship, 72–
73
Organizational development and organizational change (ODC), and voice behavior, 514,
516–
521,
521f
Organizational justice and OCB, 255–
283
overview of organizational justice, 255–
257,
256f
Big Three dimensions of justice, 256–
257
composite and overall justice, 260
corporate social responsibility, 270–
272
cultural perspectives and, 392
direct measurement of procedural and/or interactional justice, 259–
260
event vs. entity attitudes, 264–
265
four-factor structure of justice, 264–
265
group engagement model, 268–
270
group-value model and, 262–
263
individual-level approaches to, 263–
270
justice climate emergence, 272–
273
literature review (1983–1993), early years, 257–
259
literature review (1991–1999), beyond distributive justice, 259–
263
third-party justice perceptions, 270–
272
Organization equilibrium, defined, 371
Organizations
Katz and R.L. Kahn on, 8–