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The paradox of organizational citize...

Bergeron, Diane Michelle.

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The paradox of organizational citizenship behavior: Good soldiers at what cost?

Record Type:	Electronic resources : Monograph/item
Title/Author:	The paradox of organizational citizenship behavior: Good soldiers at what cost?/
Author:	Bergeron, Diane Michelle.
Description:	406 p.
Notes:	Source: Dissertation Abstracts International, Volume: 65-09, Section: B, page: 4880.
Contained By:	Dissertation Abstracts International65-09B.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3147207
ISBN:	0496061348

The paradox of organizational citizenship behavior: Good soldiers at what cost?
Bergeron, Diane Michelle.

The paradox of organizational citizenship behavior: Good soldiers at what cost? - 406 p.

Source: Dissertation Abstracts International, Volume: 65-09, Section: B, page: 4880.

Thesis (Ph.D.)--Columbia University, 2004.

Past research on organizational citizenship behavior (OCB) takes the perspective that OCB is beneficial not only to organizations, but also to individuals. In fact, studies examining the effects of OCB on individual level outcomes have shown that citizenship behavior contributes to performance evaluations and organizational rewards. However, the primary contributor to performance evaluations and organizational rewards is task performance. The relationship between task performance and individual level outcomes is a strongly consistent one. When considering task performance and OCB together, research shows that task performance is weighted more heavily in determining performance evaluations and organizational rewards. Thus, from a resource allocation perspective, it is hypothesized that spending time on OCB comes at the expense of task performance. That is, there may be a zero-sum relationship between the two types of performance. Further, since task performance is more rewarded, spending time on OCB may negatively impact individual level outcomes such as career advancement. Thus, the present study questions the assumption that OCB has positive outcomes for individuals and asks whether OCB may actually be harmful to individuals insofar as task performance and career advancement are concerned. Using survey methodology, this question is investigated in research universities among approximately 600 faculty members. A measure of academic OCB was developed for this study. This revealed 7 OCB dimensions (e.g., research, teaching, service, professional service). Overall, results indicate that the relationship between OCB and individual level outcomes depends on the type of OCB. Specifically, teaching and service OCB were negatively related to task performance (number of publications) while research and professional service OCB were positively related to task performance. Similarly, results indicate that the relationship between OCB and individual level outcomes also depends on the type of OCB. Teaching OCB had a negative relationship to promotion and inter-organizational service OCB was related to slower career advancement speed. Research OCB was positively related to promotion. In sum, some types of OCB can help individuals while, as hypothesized, others come at a cost to task performance and career advancement. These findings are discussed along with implications and directions for future research.

ISBN: 0496061348Subjects--Topical Terms:

626628
Business Administration, Management.

The paradox of organizational citizenship behavior: Good soldiers at what cost?
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245 1 4 $a The paradox of organizational citizenship behavior: Good soldiers at what cost?
300 $a 406 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-09, Section: B, page: 4880.
500 $a Adviser: Caryn J. Block.
502 $a Thesis (Ph.D.)--Columbia University, 2004.
520 $a Past research on organizational citizenship behavior (OCB) takes the perspective that OCB is beneficial not only to organizations, but also to individuals. In fact, studies examining the effects of OCB on individual level outcomes have shown that citizenship behavior contributes to performance evaluations and organizational rewards. However, the primary contributor to performance evaluations and organizational rewards is task performance. The relationship between task performance and individual level outcomes is a strongly consistent one. When considering task performance and OCB together, research shows that task performance is weighted more heavily in determining performance evaluations and organizational rewards. Thus, from a resource allocation perspective, it is hypothesized that spending time on OCB comes at the expense of task performance. That is, there may be a zero-sum relationship between the two types of performance. Further, since task performance is more rewarded, spending time on OCB may negatively impact individual level outcomes such as career advancement. Thus, the present study questions the assumption that OCB has positive outcomes for individuals and asks whether OCB may actually be harmful to individuals insofar as task performance and career advancement are concerned. Using survey methodology, this question is investigated in research universities among approximately 600 faculty members. A measure of academic OCB was developed for this study. This revealed 7 OCB dimensions (e.g., research, teaching, service, professional service). Overall, results indicate that the relationship between OCB and individual level outcomes depends on the type of OCB. Specifically, teaching and service OCB were negatively related to task performance (number of publications) while research and professional service OCB were positively related to task performance. Similarly, results indicate that the relationship between OCB and individual level outcomes also depends on the type of OCB. Teaching OCB had a negative relationship to promotion and inter-organizational service OCB was related to slower career advancement speed. Research OCB was positively related to promotion. In sum, some types of OCB can help individuals while, as hypothesized, others come at a cost to task performance and career advancement. These findings are discussed along with implications and directions for future research.
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