Mary than that between satisfaction and in-role performance,

Mary A. Konovsky and S. Douglas
Pugh., (1994) has
conducted a study on “Citizenship Behavior and Social Exchange” and had examined
a social exchange model of organizational citizenship behavior. An employee’s
trust in a supervisor is proposed to mediate the relationship between
procedural fairness in the supervisor’s decision making and employee
citizenship. Data from 475 hospital employees and their supervisors were
consistent with their model. They discussed the research directions also.




Organ and
Ryan (1995) has conducted a research on
“A Meta-Analytic
Review of Attitudinal and Dispositional Predictors of Organizational Citizenship
Behavior” and found that the relationship between job
satisfaction and Organizational citizenship behavior is stronger than that
between satisfaction and in-role performance, at least among non-managerial and
nonprofessional groups. Other attitudinal measures such as perceived fairness
and leader supportiveness correlate with organizational citizenship behavior at
roughly the same level of satisfaction.

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Dennis W. Organ., (1995), examined the relationship between job satisfactions. Dispositional
measures do not correlate nearly as well with OCB (with the exception of
conscientiousness). The most notable moderator of these correlations appears to
be the use of self- versus other-rating of OCB; self-ratings are associated
with higher correlations, suggesting spurious inflation due to common method
variance, and much greater variance in correlation. Differences in subject
groups and work settings do not account for much variance in the relationships.
Implications are noted for theory, practice, and strategies for future research
on OCB.






Philip M. Podsakoff,
Michael Ahearne, And Scott B. Mackenzie (1995) has
conducted research on “Organizational
Citizenship Behavior And The Quantity And Quality Of Work Group Performance” Despite
the widespread interest in the topic of organizational citizenship behaviors
(OCBs), little empirical research has tested the fundamental assumption that
these forms of behavior improve the effectiveness of work groups or
organizations in which they are exhibited. In the present study, the effects of
OCBs on the quantity and quality of the performance of 218 people working in 40
machine crews in a paper mill located in the Northeastern United States were
examined. The results indicate that helping behavior and sportsmanship had significant
effects on performance quantity and that helping behavior had a significant
impact on performance quality. However, civic virtue had no effect on either
performance measure.



Scott B MacKenzie et al., (1997) has conducted a study on “The Effects of
Organizational Citizenship Behaviors and Objective Sales Productivity on
Managers ‘ Evaluations of Salespersons ‘ Performance” which investigates the effects of “organizational citizenship
behaviors” and objective sales productivity on managers’ evaluations of
salespersons’ performance. Covariance structure analysis indicated that
managers’ subjective evaluations of salespersons’ performance are determined as
much by the salespersons’ altruism and civic virtue as by objective
productivity levels in the primary sample. Similar results were also obtained
in the validation sample. Moreover, these findings were robust to the effects
of common method biases.




Chattopadhyay., (1999) has conducted a
research on “Determinants Of Executive Beliefs: Comparing Functional
Conditioning And Social Influence” Which argued
that employees’ attraction to and trust in their peers, and their
organization-based self-esteem mediate the effect of demographic dissimilarity
on organizational citizenship behavior (OCB). Data from a field study support a
model in which the relationship between demographic dissimilarity and OCB is
contingent on demographic characteristics and work group composition and
mediated to an extent by the proposed mediators. The influence of race
dissimilarity varied in strength for white and minority employees, but the
influence of age dissimilarity varied in direction for older and younger



Wagner et
al. (2000) conducted a study
on “Peer Ratings of Altruistic
Organizational Citizenship Behavior” in a sample of 96 U.S. nurses showed
that the dispositional variable of moral judgment was a unique predictor of
altruistic organizational citizenship behavior among the older participants.
Every employee will like to see moral behavior of top management; this can only
be provided by providing an environment of moral judgment.




Jill Kickul et al., (2002), in his project on “Does Trust Matter? The Relationship between Equity
Sensitivity and Perceived Organizational Justice” Results revealed that procedural justice has a significant effect
on responses to breaches of extrinsic outcomes while interactional justice
significantly affects employee responses to breaches of intrinsic outcomes.
Specifically, significant two-way interactions between extrinsic contract
breach and procedural justice showed that job satisfaction, in- role job
performance, and organizational citizenship behaviour were lower and intentions
to leave were higher when procedural justice was perceived to be low following
an extrinsic contract breach. Furthermore, significant two-way interactions
between intrinsic contract breach and interactional justice revealed that job
satisfaction, in-role job performance, and organizational citizenship behaviour
directed towards other individuals were lower and intentions to leave were
higher when interactional justice was perceived to be low following an
intrinsic contract breach. Implications of the differential roles of procedural
and interactional justice are discussed.


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